Program &Budget Book

® 2014

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www.metrarail.com C Metra System Map

D Table of Contents

System Overview 2

Board of Directors 2

Board of Directors’ Letter 3

Interim Executive Director’s Letter 4

Vision 2014 6

Staying on Track 8

Organization 10

Moving the Agency Forward 24

Oversight 25

Maintaining Our System: State of Good Repair 26

Ridership 30

Fares 32

Recovery Ratio 33

Capital Program 33

Non-Capital Programs 36

2014 Budget Overview 41

Appendix 44

1 System Overview Metra by the Numbers • 241 Stations (5 downtown and 236 outlying) Metra is geographically one of the largest • 90,019 Parking Spaces commuter rail systems in the nation, • 1,155 Miles of Track serving a six-county region of more than • 487.7 Route Miles 3,700 square miles. This complex system • 821 Bridges is comprised of 11 rail lines operating over • 571 Grade Crossings more than 1,100 miles of track, 800 bridges, • 24 Rail Yards (6 downtown, 18 outlying) and 2,000 signals. • 10 Electrical Substations 4 • 5 Electrical Tie Stations Metra’s 241 stations, including five stations • 12 Fuel Facilities in the Chicago Central Business District, are served by 700 trains each weekday. The railroad uses more than 1,100 pieces of rolling stock, storing and maintaining this equipment at 24 rail yards and seven Board of Directors maintenance facilities. Metra also oversees Jack Partelow Don A. De Graff and maintains more than 400 station Acting Chairman Director platforms and provides more than 90,000 Will County Suburban Cook County parking spaces. Jack Schaffer Martin J. Oberman Treasurer Director Metra, the Commuter Rail Service Board McHenry County City of Chicago of the RTA, assumed direct responsibility Arlene J. Mulder John R. Plante for commuter railroad operations for Secretary Director Northeastern Illinois in 1984. Metra Suburban Cook County

Suburban Cook County 201 operates service directly on seven lines and Manuel Barbosa Brian K. Reaves through purchase of service agreements Director Director with two freight railroads on four lines. Kane County Suburban Cook County Since 1985, Metra ridership has grown by Romayne Brown John P. Zediker 31.1 percent and train miles have increased Director Director by 32.2 percent. Metra projects it will have Cook County DuPage County provided 81.6 million rides in 2013, a 0.4 Norman Carlson percent increase from 2012. Donald A. Orseno Director Interim Executive Director/CEO Lake County

2 Board of Directors’ Letter To the riders and taxpayers of Northeast Illinois,

The Metra Board of Directors present for your review Metra’s 2014 A railroad’s costs are largely fixed. Thus, any increase in business has a Program and Budget document, which outlines our operating budget large impact on the bottom line. The Board wants to create incentives and capital program for the coming year. for people to use our service. To that end, we will be reviewing our fare policies to ensure we attract and retain customers and have policies The budget for 2014 is balanced and meets the requirements of that are consistent and equitable. We are also supporting projects to the Regional Transportation Authority Act. The operating budget advance the development and implementation of an electronic fare includes no fare increase for 2014 and recognizes the constraints collection system and additional passenger amenities such as Wi- placed upon us by our funding sources, while the capital program Fi. We understand that the first and last mile of any trip is a critical

4 focuses on projects necessary to maintain and enhance our existing component in the decision to use mass transit and will ask staff to infrastructure. examine our schedules with an eye to achieving seamless connectivity with CTA and Pace. By improving the customer experience, Metra will The Metra Board has devoted considerable thought to several issues secure rider loyalty, increase ridership and ultimately increase our that we feel the agency must begin to address in 2014 to move forward value to the region’s transportation network. and meet the needs of our region for today and the future. They are, in short: people, processes and procedures, and passengers. The driving Metra’s ability to meet these challenges will have a large part in force behind these proposals is to achieve excellent customer service. determining our future success. The most serious challenge to mass transit in Northeast Illinois, and across the nation, is the lack of Metra’s success is built on a dedicated group of employees who work capital funding. Fares and sales tax subsidies cover our operating long hours to keep our trains running on time. In recent years, Metra costs but do not provide a consistent source of funding for capital has had difficulty retaining and attracting people in many professional expenses. Mass transit has always been forced to rely upon sporadic positions. To address this, the Board firmly believes that Metra must state and federal grants to cover the costs of maintaining and perform a comprehensive review of its human resources needs. This replacing our assets. We estimate that Metra will need approximately includes career development, retention planning and the development $9.7 billion over the next decade just to keep our current assets in a of an attractive compensation plan that fits within the budget. state of good repair, but current funding formulas show that we can This is critical to Metra’s success and we hope that our passengers expect to receive approximately 20 percent of that amount. We are understand that it is critical to them as well. committed as a Board and an agency to promoting the need for a

201 stable source of capital dollars from both federal and state sources. The next area that we believe requires attention is the agency’s We are also committed to the idea that any such funding source must internal processes and procedures. We find that some of our existing be allocated fairly to benefit the entire region. Without a stable source processes have been in place for a long time and may need freshening of capital dollars, mass transit in Northeast Illinois is not economically to allow Metra to fully benefit from new technologies and respond to sustainable over the long term. a dynamic business environment. The driving force behind all these proposals is our passengers. The goals that we have outlined here are necessary to secure the sustainability of Metra and the region’s mass transit system.

The Metra Board of Directors

3 Interim Executive Director’s Letter

Metra is proud that we provide more than We have been deliberate in our stakeholder As you can see, there are many exciting 300,000 rides each weekday, getting our engagement through marketing campaigns things happening at Metra. We anticipate passengers to their destinations safely and to increase ridership and inform our 2014 will be a great year for new beginnings, reliably. Metra’s more than 4,400 dedicated customers about transit benefits programs, continued growth and improvements. employees are focused every day on and for the first time we partnered with Providing good commuter service, meeting providing the best possible commuter rail NBC 5 in a back-to-school supply drive. our on-time performance goals, being fiscally service. Riders can be assured that Metra is We carried out another successful school prudent and striving to be a world-class strong and steady. safety poster contest and have launched the railroad are our top priorities in serving 8th annual campaign. We have increased Metra customers. There are many examples of good things advertising revenue by 34 percent and we happening at Metra. Third-quarter ridership have developed new advertising products. Don Orseno numbers are up. We are excited about our Interim Executive Director/CEO new cars for the Metra Electric Line that Metra has a variety of other plans in the continue to roll out of the factory at a rate of works to benefit our riders. In 2014, we four to six a month. Those cars are bringing want to enhance the public’s trust in Metra, more reliable service, and for the first time, and we know the best way to do that is to bathrooms to the Metra Electric. We continue concentrate on operating safely and reliably to renovate 176 cars into like-new condition and on spending public dollars wisely. for our diesel lines in-house, which has Beyond that, we also want to boost our saved us money and allowed us to add such riders’ experience by continuing to explore amenities as electrical outlets and intercoms new initiatives that will take our customer for passengers. It has also provided jobs service to the next level. right here in Chicago. In addition, major projects such as the UP North bridge work, the Englewood flyover bridge and station rehabilitations remain on track.

4 5 Vision 2014 Metra’s Mission As Metra navigates the sluggish economic Metra’s Mission & Vision recovery and diminishing capital resources, During Metra’s strategic planning process we are reaffirming the goals that have As part of which was initiated in 2012, mission helped us create our current rail system. and vision statements for the agency a regional These include: providing a high-quality travel were developed with input from staff, experience for our customers; effectively senior leadership, the Board of Directors, transportation communicating with our customers and stakeholders and the general public. Metra’s stakeholders; maintaining customer security mission statement describes the overall network, Metra and emergency preparedness; ensuring purpose of the organization, and Metra’s financial stability; achieving a state of good provides safe, vision statement describes where we are repair; strengthening ties with the regional going. transportation network and communities we reliable, efficient serve; attracting and maintaining a quality As Metra moves to finalize and implement commuter rail workforce; improving efficiency across the its strategic plan in 2014 and beyond, the agency; implementing system expansion mission and vision statements will help guide service that to meet transportation needs as resources and shape the agency’s actions. allow; and supporting the stability of the enhances the agency and the region we serve. economic and environmental Metra’s Vision health of

To be a world-class commuter rail agency linking communities throughout the region by: Northeast

• Providing the safest, most efficient, and most reliable service to our customers Illinois.

• Sustaining our infrastructure for future generations

• Leading the industry in achieving continuous improvement, innovation and transparency

• Facilitating economic vitality throughout Northeast Illinois

6 2014 7 2014 Staying on Track Operations Funding Metra provides a vital transportation link for more than 300,000 Under the provisions of the Regional Transportation Authority Act, commuters each weekday. Since 1985, Metra has invested more than the RTA and the service boards (Metra, CTA and Pace) are required to $6 billion to rebuild, maintain and expand the region’s passenger rail recover a combined 50 percent of operating expenses through fares network. and other revenues. The RTA sets individual recovery ratios for each of the operating agencies to achieve this requirement as part of the Public funding for transit is provided for two broad categories: budgeting process. The RTA revenue recovery ratio mark for Metra operations and capital. In the six-county region of Northeast Illinois is 53.0 percent in 2014. Metra’s proposed 2014 budget achieves a served by Metra, operations funding is provided through system- recovery ratio of 53.1 percent. generated revenues — primarily fares —and subsidized in large part through a regional sales tax. Capital funding is provided through For many years, Metra transferred money from its capital program to a variety of federal programs and state and local funding sources, fund operations in lieu of increasing fares. In 2011 alone $60 million including bond programs. was transferred from capital to operations. Over the short term, this practice helped Metra put off fare increases. However, over the long For 2014, Metra’s total budget for operations and capital is $1,309.3 term, the practice added to the agency’s shortfall in capital investment. million. As shown in Exhibit 1 below, this total includes $728.6 million In 2012, the Metra Board of Directors supported the staff position that for operations and $580.7 million for capital. the continued transfer of funds from capital to operations was not sustainable and voted to end this practice. Exhibit 1 Use of Funds Metra is committed to a balanced operating budget that does not Total $1,309.3 million use capital dollars or borrowing. Metra staff entered into the 2014 budget process with the assumption that additional funding through higher fares would not be an option. Therefore, staff concentrated on identifying efficiencies and constraining expense growth where possible, resulting in a 2014 budget has total operating expenses that are only 1.7 percent higher than the 2013 budget. The 2014 budget, while constrained in its overall expense growth, fully funds operations, maintenance, support, and other activities critical to providing train service. Metra will continue to identify efficiencies that will reduce both operating and administrative costs and will also seek to recover additional indirect costs by applying more fully developed corporate additive rates to joint work activities with third parties.

Capital: $580.7 million* Operating: $728.6 million *Total assumes $45 million in RTA Bond program funding and $371.4 million of State of Illinois Bond program funds

8 Capital Funding Metra’s 2014 Core Capital program is funded through federal fixed guideway and federal formula funds, as well as Metra farebox capital funds. Other sources of funds that supplement Metra’s capital program include Homeland Security funding, federal CMAQ (Congestion Mitigation and Air Quality) funding and State of Illinois capital bond program funds.

A more detailed discussion of Metra’s 2014-2018 capital program begins on page 33. Tables and project descriptions for Metra’s 2014-2018 program are included in the Appendix of this document (pages 48-64) and show funding available from current sources.

9 Organization

Metra’s operations and policies are guided appointed by the mayor of City of Chicago. by an 11-member Board of Directors. The The chairman of the Metra Board is elected chairmen of the Boards of the counties by a vote of the board membership. of DuPage, Kane, Lake, McHenry and Will each appoint one director. Four additional Metra’s day-to-day operations are overseen directors are appointed by the suburban by its CEO and executive team. Metra’s members of the Cook County Board. One organizational structure is detailed in director is appointed by the president of Exhibit 2 below. the Cook County Board and one director is Exhibit 2

Metra Organizational Units METRA BOARD OF DIRECTORS

AUDIT EXECUTIVE DIRECTOR

DEPUTY EXECUTIVE DEPUTY EXECUTIVE

DIRECTOR LAW HUMAN COMMUNICATION BUSINESS GOVERNMENT DIRECTOR OPERATIONS RESOURCES FINANCIAL S & MARKETING DIVERSITY & AFFAIRS ADMINISTRATION AFFAIRS/CFO CIVIL RIGHTS

STRATEGIC MECHANICAL TRANSPORTATION SAFETY INFORMATION GENERAL EEO & ENGINEERING CAPITAL TECHNOLOGY ADMINISTRATION DIVERSITY PLANNING INITIATIVES

LABOR WORKFORCE ED, POLICE & REAL ESTATE SECURITY RELATIONS TRAINING & CERT & CONTRACT SERVICES

MANAGEMENT

10 Operations Metra’s Operations are overseen by the Capital Projects such as repair shops and headquarter Deputy Executive Director Operations, who The Capital Projects group consists of the buildings for our work crews. provides executive direction and guidance following subgroups; Construction, Electrical/ to the chief officers of Engineering, Mechanical, Signal, Civil/Structural and Station Metra maintains 1,155 miles of track, 571 Transportation and Mechanical as well as & Parking Design. The subgroups consist of grade crossings, 3.8 million track ties and Safety, Labor Relations, Operations Training approximately 40 engineers and technical 115,000 switch ties. Metra has 821 bridges, and Certification and Regulatory Compliance. professionals. They manage the design and five downtown stations, 236 outlying stations, The division also provides executive construction of facilities within their areas and 90,019 parking spaces, all of which need oversight and direction to contract carriers of responsibility. Most of the design and to be maintained on a continuous basis. The (BNSF and Union Pacific) to ensure that construction work is performed by third- signal division is responsible for maintaining rail operations are consistent with Metra’s party contractors with project management all of the circuitry work throughout the standards and practices. oversight performed by Metra engineers. Metra system. Metra also has 10 electrical substations and five electrical tie stations, as Engineering Communications well as 109 miles of 1,500-volt DC catenary The Engineering Department is responsible wire and 104 miles of 4-kilovolt AC electrical The Communications group is responsible for building and maintaining the majority wiring. for building and maintaining Metra’s of Metra’s fixed assets, such as buildings, communication systems. These systems bridges, track, electrical and signal systems. Mechanical include: telephone, fiber optics, microwave The department also monitors the condition radio, passenger information display systems, The Mechanical Department coordinates and of and assists in building and maintaining GPS train tracking, video surveillance, oversees the repair, inspection, cleaning and the fixed assets on the freight lines that ticket vending, all radios for train and police maintenance of 1,164 pieces of rolling stock Metra trains operate on. The Engineering operations, train and platform paging, real-time used in commuter service. The department’s Department is split into three major groups: train website information and security access goal is to provide safe, clean and reliable Capital Projects, Communications and systems. service while maintaining the fleet to Maintenance. The department is staffed by Federal Railroad Administration, Association more than 700 employees. Maintenance of American Railroads, American Public Transit Association and Original Equipment The Maintenance group is responsible for Manufacturer standards. The Mechanical maintaining and constructing Metra’s signal Department is also responsible for overseeing and track systems. The group also maintains Metra’s fleet of 463 trucks and automobiles. stations, parking lots and support facilities, The department employs 650 people.

11 Transportation The Metra Transportation Department is employee responses to situations presented office also serves as a liaison between Metra responsible for providing safe, efficient and in the field and is designed to measure and the other rail carriers, both passenger dependable transportation to commuters rules knowledge and application, improve and freight, operating in the six-county region on all Metra-operated lines (Milwaukee rules compliance and isolate areas of that comprises Metra’s operating territory. District North and West, Rock Island, Metra noncompliance for corrective action. Electric District, SouthWest Service, North The CCF Director of System Operations serves Central Service and Heritage Corridor) Regulatory Compliance as Metra’s representative on the Chicago and those operating under purchase-of- The Office of Regulatory Compliance was Transportation Coordination Office (CTCO) service agreements (BNSF and Union Pacific established by Metra in 2011. It is responsible team. CTCO was established to address lines). The Transportation Department also for ensuring Metra is in compliance with all railroad coordination and congestion issues oversees the Rules Department, Dispatching federal regulations issued by the FRA. in the Chicago Switching District. CTCO Office, Crew Management Center, Station addresses passenger/freight conflicts and Services and GPS Center. The department is The Director of Regulatory Compliance works to improve the overall fluidity of rail staffed by nearly 900 employees. serves as Metra’s representative on the FRA traffic. Rail Safety Advisory Committee (RSAC). Rules RSAC was established to develop new Crew Management Center The Metra Rules Department develops, regulatory standards, through a collaborative Metra’s Crew Management Center (CMC) interprets and monitors the proper process, with all stakeholders of the rail is responsible for ensuring the day-to-day application of rules and operating practices community in an effort to develop solutions staffing for all Metra train crew and engineer to the working environment of the railroad. on safety regulatory issues. positions as well as all clerical positions in the It is responsible for Metra’s rules education field. The CMC coordinates staffing needs process to ensure that Transportation and Dispatching Office with the various Metra districts, works with Engineering employees are adequately Metra’s Dispatching Office, known as its payroll to ensure accurate payroll distribution, prepared to safely perform their duties in Consolidated Control Facility (CCF), is and coordinates with the Medical Department compliance with established rules and federal responsible for operating and/or overseeing on Family and Medical Leave Act and leave regulations. The department conducts initial functions related to the movement of of absence documentation. The CMC also and periodic rules review, instructional trains across the Metra system. The office provides intra-departmental manpower classes and written examinations. supervises all Metra forces employed in the forecasting, maintains sick time and exception movement of trains and keeps all records reports as well as seniority rosters and The department also administers the regarding these movements in accordance administrative documentation and reviews all Operational Testing Program, which monitors with federal regulations and practices. The time claims.

12 Station Services Metra’s Station Services Department’s train and provides real-time tracking. Delays employees are one of the primary points are communicated to the public via public of contact for the public, whether it is at address systems and electronic signage at the ticket window or on the concourses at outlying stations, the Metra website and our downtown terminals. Station Services e-alerts sent to My Metra subscribers. Also, is also responsible for the deposit of all Metra’s Passenger Assistance Line (PAL)/ monies collected for over-the-counter and GPS section monitors the functionality of onboard sales, as well as the replenishment credit card and cash vending machines and of ticket stock for ticket vending machines elevators on the Metra Electric District. at downtown stations. Safety In addition, Station Services acts as the Safety is one of Metra’s top priorities. Metra’s primary support for passenger assistance Safety Department is responsible for the during any service disruption or special implementation, oversight and coordination event and regularly assists customers by of the agency’s passenger and employee changing passenger information displays safety programs, designed to promote the and in-station announcements. safest travel and working environment possible. GPS Center The Global Positioning System (GPS) Center The department oversees Metra’s employee monitors the on-time performance of all workplace safety programs, passenger trains systemwide, to ensure that delays safety programs, rail safety education and are promptly communicated to the public outreach programs, emergency evacuation so they are aware of any service disruption training for first responders, and employee that may alter their commute. safety training. In addition, the department is responsible for reporting all railroad incident Within the GPS Center, technical and accident data to the appropriate federal communication specialists monitor a and state regulatory agencies. satellite system that utilizes a Mobile Information Terminal attached to each

13 Labor Relations Workforce Education Workforce Education Metra’s stand-alone Labor Relations Training & Certification In addition to well-trained locomotive Department, unique to the rail industry, Metra requires a skilled workforce engineers and conductors, Metra requires is charged with the responsibility for practicing a variety of railroad-specific a skilled workforce practicing a variety of the negotiation and administration of 17 trades. Metra must continue to train and railroad-specific trades. As our workforce collective bargaining agreements between develop employees to meet the specific ages and skilled workers retire, Metra must the Northeast Illinois Regional Commuter needs of operating Metra service. The continue to train and develop employees to Railroad Corporation (NIRCRC d.b.a. Metra) Operations Training and Workforce Education meet its specific needs. and its employees represented by 14 unions. departments conduct and oversee the These responsibilities include representing training programs that enable current A large number of our skilled mechanical Metra in arbitration with respect to minor employees to meet regulatory mandates and employees are age 50 or older, and most disputes and the ongoing negotiations meant help new employees develop necessary skills. are eligible to retire by 60 under the rules to reach amicable negotiated settlements of the Federal Railroad Retirement System. and thus avoid a major dispute as defined Operations Training With such a scenario in mind, Metra has, by the Railway Labor Act with each of these & Certification for the past several years, invested in an unions. The Training and Certification Department apprenticeship program to train machinists, is responsible for training locomotive carmen, electricians and sheet metal As its core mission, Labor Relations builds engineers, conductors and assistant workers. This program focuses on general and maintains productive relationships conductors who perform service for Metra. aspects of these trades as well as functions with employee representatives to ensure a The department’s core mission is to provide specific to the railroad industry. professional and cooperative association that quality training while continuing to improve ensures continuity of service and controlled the efficiency and safety of our train crews The continuation of our apprentice programs, adjudication of disputes. and passengers. regardless of the constraints of our current economic environment, is critical to Metra’s In addition to training for their specific ability to operate service at existing levels. job functions, employees need to meet regulatory requirements in order to comply In addition, the FRA’s new Positive Train with federal guidelines under the Code of Control (PTC) regulations will require that Federal Regulations Title 49 Transportation. Metra hire and train a number of engineering employees in the specific requirements of a PTC system.

14 After they complete initial training (CAIT) to provide computer-based training programs, many Metra employees are courses for employees throughout the Metra required to complete additional training at system. Under the agreement, CAIT is working regular intervals. Metra is using technology with Metra’s Workforce Education team to to streamline some of these processes. create interactive online courses. In 2012, In September 2009, Metra entered into Metra launched the online training tracking an intergovernmental agreement with system called MeTS. MeTS hosts and tracks all Western Illinois University’s Center for the of Metra’s online training courses and allows Application of Information Technologies Metra to track all employee training.

15 Administration Metra’s Administration Division is Strategic Capital Planning federal New Starts grants program. Long principally charged with providing support The Strategic Capital Planning group Range Planning staff also participate in resources to the Operations Division provides support services in many areas planning studies led by other entities that employees who deliver train service to our within and outside Metra. The group consists will impact Metra operations or Metra riders, customers. Whether engaging customers or of three departments: Capital Program including corridor plans and station area collaborating with regional stakeholders to Development, Long-Range Planning and studies. Early in 2012, staff took the lead develop strategic transportation plans, hiring System Performance and Data. The three developing Metra’s new Strategic Plan, a and training new personnel, managing real departments collaborate and work with staff critically important document that will guide estate assets, negotiating service contracts of other Metra divisions as well as agencies the agency for years to come, helping Metra to deliver the best value for taxpayers, or and municipalities in northeast Illinois. to prioritize spending decisions and use the maintaining a safe and secure transportation agency’s scarce capital dollars in the most system, the employees assigned to the The Capital Program Development efficient and effective way. Administration Division play a major role in Department develops the capital program supporting Metra’s core mission of moving and amendments in collaboration with The System Performance and Data Department people. multiple divisions within Metra and also prepares monthly reports on system ridership, prepares all discretionary grant applications. on-time performance, and capacity utilization This department, along with other Metra of trains, based on data from other Metra divisions, is working with RTA, CTA and Pace divisions. to update the Capital Condition Assessment, and to develop and implement a Capital Often in partnership with other divisions and Investment Decision Tool by 2014. agencies, the department manages periodic surveys, counts and analyses of: The Long Range Planning Department • Rider satisfaction; identifies new opportunities for expanding • Rider origins and destinations; and enhancing the rail system, including line extensions, development of new routes, • Rider boarding of each train at each adding new stations on existing rail lines, station; and transit-oriented development in station • Rider vehicles parked at each station, and areas. Planning for extensions and new fees paid; routes typically is directed towards the • Metra’s adherence to Title VI and other equity standards.

16 The department polls other North American other federal, state and local government Metra Police work to expedite all onboard commuter railroads on fare policy and other statutes; provide timely and effective issues with the commuting public as well practices. The department serves as the counseling and/or mediation to resolve as the handling of vehicle accidents and primary research and development staff internal organizational conflicts and identify trespasser incidents on Metra railroad for a Metra internal working group that will employment practices that need improvement; right-of-way and property. Metra Police recommend how to implement the legislated and provide training in the areas of EEO also actively engage and work with first regional fare payment system (Illinois Public and workforce diversity for supervisory and responders and local, state and federal Act 097-0085). staff personnel to foster more effective agencies during service disruptions and collaborative efforts on the part of employees partner with these agencies on security General Administration in their day-to-day interactions. planning. Their work ensures the safety The Materials Management group consists of Metra’s passengers and employees and of three divisions, Procurement, Professional EEO/Diversity Initiatives supports Metra’s reduces train delays. Services/Contracts and Materials. The mission to move people by striving to ensure purpose of the Materials Management that employees work in an environment free of Real Estate & Contract Management Department is to serve various customers discrimination and harassment. This includes The core mission of the Real Estate and within Metra by soliciting and procuring goods proactively educating employees on respect Contract Management Department is to or services required for operations. in the workplace, accepting differences and maximize Metra’s non-passenger revenue communicating effectively with co-workers. and minimize its liability exposure through Additionally, the department operates Metra’s These efforts enable employees to engage effective negotiation, pricing and contract four storehouses, maintaining, distributing fully in their assignments and support Metra’s administration of Metra property and real and safeguarding the inventories contained overall mission to get individuals to their estate assets. The department’s activities within them. destinations safely and on time. support the agency’s core mission by participating in real estate/property EEO & Diversity Initiatives Police & Security Services acquisition for station and parking areas, The mission of the Equal Employment The Metra Police Department serves and managing station and vendor facilities and Opportunity (EEO)/Diversity Initiatives protects the commuters using the Metra ensuring that utility easements placed in the Department is threefold: develop and system and protects Metra’s property. The right-of-way are in compliance with Metra’s administer an effective EEO Program that mission of the Metra Police is to safeguard the engineering standards to allow for safe travel will be carried out in accordance with the lives and property of the people they serve, to along Metra’s corridors. mandates and regulations of the FTA and reduce the incidence and fear of crime, and to enhance public safety.

17 Law Metra’s Law Department’s core mission General Corporate/Ethics Litigation and Risk Management is to provide legal guidance and support Metra’s General Corporate division supports The Litigation/Risk Management division to the Board of Directors, the executive the Board and all departments with respect investigates and responds to claims and team, and every other department in the to governance, employment, procurement, lawsuits brought against Metra. Cases are organization. The department focuses on contracts, discrimination, Freedom of thoroughly investigated and are prepared preventing legal issues at every feasible Information Act (FOIA), ethics, and other for trial. In this way, Metra is placed in the level, as well as defending the corporation’s general municipal and government law best position to settle, if it is in Metra’s position if issues arise. The Law Department issues. On a daily basis, the division engages best interest, or to try any given case. We supports Metra’s transportation mission by in preventing and resolving legal matters continue to strive for innovation and detail guiding the corporation through the myriad concerning virtually every area of Metra’s in assembling cases to ensure that Metra’s of restrictions and mandates of federal, operation. With the amendment of the position is well founded and well prepared. state and local statutes, regulations, and State Officials and Employees Ethics Act, ordinances. The Department is comprised 5 ILCS 430/1 et seq. (“Ethics Act”), all Real Estate & Grants of three basic divisions: General Corporate/ Metra employees are now subject to the Metra’s Corporate Railroad, Real Estate Ethics, Litigation and Risk Management and Ethics Act and have been brought under and Capital Grants division supports the Real Estate & Grants. the jurisdiction of the Executive Ethics Board and all departments with respect Commission (EEC) and the Office of the to all matters involving transactions and Executive Inspector General (OEIG). The agreements with other railroads, real estate Ethics Officer is designated by the Board, acquisition, leasing and development, and and provides ethics advice and training. The intergovernmental and grant agreements. Officer acts as a liaison between Metra and The division is also responsible for regulatory the EEC and the OEIG. The Ethics Officer also and compliance oversight and in providing provides guidance to Metra employees and general corporate support. board members in the interpretation and implementation of the Ethics Act.

18 Human Resources Financial Affairs Metra’s Human Resources Department’s Financial Affairs is headed by the Chief The Contracts section is charged with the mission is to recruit and retain qualified Financial Officer (CFO) and divided into four management and periodic renegotiation of employees in a diverse workforce; treat groups. The core mission of these groups is various contracts with other railroads and all employees fairly; facilitate training to provide accurate financial information so with utility providers. and professional development for career that Metra can run its business efficiently. growth; effectively manage and administer Grant Management and Accounting compensation; negotiate and administer 2013 has been a year of building for this This group is divided into four sections: flexible benefit programs that provide team. We are in the process of bringing development, administration, reimbursement quality and value; administer medical new staff onboard to replace a number of and accounting. These sections report to leaves and related services; promote recent retirees, reorganizing to meet current the Senior Director Grant Management and wellness; provide confidential and efficient business demands and preparing to meet Accounting. records administration; ensure that Metra’s future demands. The 2014 headcount for policies and procedures comply with all finance and IT functions at Metra totals 160. The Grant Development section is charged laws governing employment, benefits and with coordinating program-level information other ancillary services; and foster an for each project, creating detailed scope environment of trust and mutual respect General Accounting and account information suitable for with employees as well as internal and Reporting to the Controller, this group funding agency grants and Metra’s financial external partners. Human Resources is is charged with the accurate and timely accounting system, and submitting staffed by 30 employees. processing of transactions and production of applications for capital, operating and financial statements. Group functions include demonstration grants to appropriate funding accounting, payroll, accounts payable, agencies. accounts receivable and revenue financial systems. The Grant Administration section is charged with tracking approved grant contracts, Budget and Contracts setting up project budgets in Metra’s financial This group is divided into two sections and accounting system, providing financial reports to the Senior Director of Budgets. oversight in project implementation, and The Budget section is charged with the reporting project and grant level progress to accurate and timely production of annual the funding agencies. budgets and monthly variance reporting.

19 Customer Service, Communications & The Grant Reimbursement section is charged Marketing In addition, the department employs a with requesting reimbursements from The Communications and Marketing Disability Specialist to help persons with funding agencies for capital expenditures, Department is headed by the Chief disabilities navigate the Metra system. The closing out capital projects and grants after Communications and Marketing Officer and Disability Specialist also oversees an advisory implementation, and providing information is divided into six groups: Customer Service, committee of representatives of the disabled on grant-related activities for audits and Ticket Services, External Communications community who meet quarterly to review funding agency reviews. and Stakeholder Management, Marketing, Metra’s progress on making its system Web and Social Media and Print and Design accessible and advise the agency regarding The Grant Accounting section is charged Services. specific accessibility issues. with developing and maintaining records and reports related to fixed assets, depreciation, Together, these groups are dedicated to Ticket Services funding agency equity and capital grant helping riders maximize their use of Metra by Tickets Services is responsible for the receivables, and reconciling reimbursements providing clear and timely communications production, inventory, design and distribution with capital expenditures, fixed assets and that inform and educate potential and of ticket stock to Metra stations and vending other general ledger accounts. current riders. The department is responsible machines. The group also processes and for communicating directly to the public, the fulfills all Metra ticket orders for Ticket-by- Information Technology media and various stakeholders through a Mail, Ticket-by-Internet and outside fare media This group reports to the Director of IT and number of different channels and promotes providers. The group additionally oversees is charged with the maintenance of the the safety, usability and comfort of the Metra contracts for the secure storage of ticket stock hardware and software supporting Metra’s system. and destruction of unsold expired tickets. financial, revenue and other systems. External Communications & Customer Service Stakeholder Management The Customer Service Group operates a The External Communications and Stakeholder call center where members of the public can Management team acts as the agency’s inquire about Metra services, schedules and primary channel to interact with the media policies and file complaints when necessary. and various stakeholder groups across the The group also helps arrange group travel on region. The team acts as the primary source Metra trains. for the distribution of information to the

20 media regarding Metra services, policies and initiatives. They actively engage in outreach Marketing Web & Social Media through the development of corporate and The Marketing Group works to increase Metra’s website (www.metrarail.com) is community partnerships that strengthen Metra’s ridership base and non-fare revenues. one of the primary vehicles Metra uses Metra’s image and highlight our contribution The group is responsible for marketing to communicate with the public on all to regional mobility. Team members seek promotions, business development and service and policy issues. The website community events to participate in and overseeing the advertising contracts for team is responsible for overseeing the provide opportunities for Metra leadership display advertising at Metra-owned facilities site’s functionality and content, social to share information on various issues and on Metra trains. media management and working with and establish personal interaction with departments across the agency as well as the communities Metra serves. They Marketing actively pursues and develops outside contractors to maintain accurate also proactively work to promote agency partnerships with the business community and updated data and address functional activities to the media and the community to grow ridership and/or provide sources of and technical issues. The team also oversees to secure media coverage and goodwill in non-fare revenue. The group also initiates the implementation and integration of the business, grassroots, and faith-based and oversees research to help Metra analyze digital tools, including e-alerts and Rail-Time communities. and better understand the needs of its Tracker, with the website providing Metra customer base and promote the service to with the ability to share real-time information Team members serve as the agency’s new customer markets. To achieve its goal with riders. spokespeople, promote Metra activities of growing ridership and promoting the through press releases and other materials, convenience and reliability of Metra service, Print & Design Services produce the On the Bi-Level onboard the department creatively uses its resources Metra’s Print and Design Services newsletter, create and manage media events to produce targeted marketing campaigns Department is responsible for creating and and support staff throughout the agency in executed in-house and employs a mix of implementing design and brand standards for the development of public presentations. media, including radio, digital outdoor, online all graphic materials produced for use by the and social media. agency. The department is also responsible Members of the department also respond to for printing contract management and and/or route to the appropriate department fulfillment. all customer e-mails sent to [email protected].

21 Business Diversity Government Affairs and & Civil Rights Community Affairs The Office of Business Diversity and The Government and Community Affairs Federal Relations Civil Rights (OBDCR) is responsible for Department provides strategic advice to the Metra’s federal relations efforts center on administering the Disadvantaged Business Metra Board, Executive Director and senior maintaining positive working relationships Enterprise (DBE) and Title VI programs. staff on issues relating to Metra’s state and with members of the Illinois congressional federal legislative agendas. The department delegation, particularly members from the Through these programs, the OBDCR works also develops and implements Metra’s greater Chicago area. In addition, a close to ensure non-discrimination in the award state and federal legislative programs and working relationship is maintained with key and administration of Metra contracts, and communicates Metra’s position on various House and Senate committee staffs that are make certain that all individuals have access transportation polices and legislative issues. responsible for transit issues. to Metra’s transit services, regardless of race, color, gender or national origin. Government and Community Affairs staff Activities regarding congressional offices can work with members and staff of the Illinois be broken down into three broad categories: The OBDCR’s 12 full time staff provides the General Assembly, executive officers of following services: the State of Illinois, Illinois Department of • Work on legislation that addresses transit

Transportation (IDOT), the U.S. Congress and programs, including the passage of a new • DBE certification officials of federal regulatory agencies such long-term surface transportation • DBE contract compliance as the U.S. Department of Transportation authorization bill. • Labor compliance (prevailing wage (USDOT), Federal Railroad Administration • Work with congressional offices on compliance) (FRA), Federal Transit Administration matters such as transit service needs or • Federal and non-federal reporting (FTA) and 200 communities in Metra’s six a specific project in a district. • Outreach events, including vendor county service region. Staff also monitor • Work to secure funding for transit fairs, certification workshops, business transportation-related developments, write projects in the annual congressional opportunity fairs and expos, and analyses and advance proposed legislation transportation appropriations bills. contractor seminars and legislative strategies to benefit transit in • Compilation and monitoring of the Title the region. VI program

22 Audit

State Relations The Audit department reports to the Chief Metra’s state relations efforts center on The activities regarding legislative offices can Audit and Compliance Officer who reports maintaining frequent communication with be broken down into three main components: directly to the Metra Board. The department members of the Illinois General Assembly, is focused on operational, financial and particularly legislative offices within the six- • Work with legislative offices on transit compliance audits and the continuous review county Metra service region. In addition, service needs or a specific project in a of money-handling at the highest levels of a close working relationship is maintained legislative district. the agency. The department is committed to with key House Mass Transit and Senate • Work on transit issues with the members ensuring absolute transparency and proper Transportation committee staff and others of the Northeast Illinois state delegation, conduct by all Metra employees. who are responsible for state transit issues. including members who serve on the House Mass Transit and Senate The department has initiated a compliance Efforts also include maintaining contact Transportation Committees. hotline (312-COMPLY1) and e-mail address with other units of local government, • Work to secure state funding for ([email protected]). Both the governmental agencies and state transit capital investment and operations. hotline and the e-mail address are intended advocacy organizations, including: the for the use of passengers, employees and the Illinois Department of Transportation, the Local Relations public to report matters of concern. Governor’s Office, the City of Chicago, Cook Metra’s Government and Community County, Northeast Illinois collar county Relations unit also serves as a key liaison governments, the Chicago Metropolitan with the various mayors, board chairs, Agency for Planning (CMAP) and the Illinois aldermen and other elected officials in the Public Transit Association. six-county region that we serve. This unit responds to any service-related issues in a given area, while assisting the agency in obtaining the proper approvals for the various Metra planning and construction projects from the various municipalities throughout the region.

23 Moving the Agency Forward

Processes and Procedures The Metra Board of Directors has collectively Another issue having a direct impact on comprehensive reviews of operational and put forward a plan in the short term to move the agency’s effectiveness is that existing financial functions. Metra employees are this agency forward and enable it to meet the processes and procedures, particularly in also required to complete the Illinois Office needs of our region for today and the future. the area of accounting, are antiquated and of Inspector General’s ethics training course They are: people, processes and procedures inefficient and have received little or no annually. and passengers. attention over the years. This is having a direct effect on the agency’s ability to be Metra also initiated a compliance telephone cost efficient. The Board plans to direct hotline (1-312-COMPLY1) and a compliance People management to appoint a chief restructuring e-mail address (compliancecounts@metrarr. officer to lead this effort to identify and com) to be used by passengers, employees Metra must maintain a dedicated and implement the appropriate technological and and members of the public to report matters qualified workforce to continue to meet the process solutions. of concern. needs of the day-to-day operation of the railroad and all the support functions that To that end in 2014 Metra will continue to this entails. The Metra Board believes that in work on the development of a long-term plan Passengers recent years employee retention has become to move to an Enterprise Resource Planning The agency and its employees must always an issue that is affecting the agency’s ability (ERP) system that will provide better insight remember that the people riding Metra to move forward efficiently. into business functions and automate manual trains are the sole reason for the railroad’s business processes. existence and increasing ridership should The Board further believes that the be a constant goal. In 2014 and beyond, primary cause is the lack of a competitive Efforts have also moved forward to increase the Board wants to refocus Metra’s efforts compensation plan and seeks the transparency and accountability. In 2012, the to create incentives for people to use our development of a plan that is competitive Metra Board of Directors appointed a Chief service. This includes reexamining our fare with salary rates for public employees Audit and Compliance Officer and mandated structure to ensure that it is economical and in comparable professional positions. In that this position report directly to the Board fair to all as well as reexamining our schedules addition, a comprehensive review of the to ensure that Metra employees at all levels and physical connectivity issues to remove agency’s human resources needs, including within the organization be held to the same barriers to ridership. Staff plans to develop the implementation of career development standards of conduct and accountability. and implement an electronic fare collection options for current employees, should be Since that time, Metra’s audit function has system and to explore the implementation of addressed in the near term. been reorganized to include ongoing and additional passenger amenities such as Wi-Fi are also part of this equation.

24 Oversight

Illinois Inspector General Complaints regarding misconduct, fraud or serves who are appointed by members of Effective July 1, 2011, the State Officials and abuse by Metra employees and its Board of the Metra Board and suburban mass transit Employees Ethics Act (5 ILCS 43/1-1, et seq.) as Directors can be directed to the OEIG, which districts. CAB is intended to reflect the amended, applied to Metra’s board members can be contacted through its website, www. geographic, ethnic and economic diversity and employees. This amendment designated inspectorgeneral.illinois.gov, its toll-free of the six-county region. CAB members the Office of Executive Inspector General for hotline (866-814-1113), TTY (888-261-2734), are appointed to two-year terms and serve the Agencies of the Illinois Governor (the fax (312-814-5479) or mail OEIG, ATTN: without compensation. OEIG) to serve as executive inspector general Complaint Division, 32 W. Randolph St., Ste for Metra and the other regional transit 1900, Chicago, IL 60601. The function of CAB is to meet with the boards (RTA, CTA and Pace). On that date, Metra Board quarterly and provide counsel responsibilities for inspector general activities Citizens Advisory Board on how Metra’s policies, programs and were transferred from Metra’s inspector services impact their constituencies. Metra In 2011, Metra launched a reconstituted general, Hillard Heintze LLC, to the OEIG. and its Board hope that CAB members will Citizens Advisory Board (CAB). The board is increase the dialogue between Metra and the composed of 13 residents of the region Metra riders it serves.

25 Maintaining Our System: State of Good Repair

Many of today’s riders did not use commuter Federal Railroad Administration regulations. On October 1, 2012, Congress reauthorized rail when Metra was first created, and the federal funding of transportation therefore have no memory of the deteriorated It was estimated in 2012 that Metra would programs through FY 2014. This bill, known condition of the rail system we inherited. need $9.7 billion from 2012 through 2021 to as Moving Ahead for Progress in the 21st Century-old infrastructure had seen a keep our railroad in a state of good repair. Century or MAP-21, increased funding for bare minimum of preventive maintenance, Optimistically, Metra might receive a little transit and changed the way programs are particularly in the later years of private more than $2 billion over the same period administered. It is critical that Congress railroad operations. Outdated rail facilities from federal formula funds and approved pass a long-term transportation bill when and yards hampered Metra’s efforts to state bond programs. This leaves a funding the reauthorization of MAP-21 is considered. maintain our equipment and provide on-time gap of more than $7 billion. Metra and other transportation providers service. Over its first 28 years, Metra spent require steady streams of guaranteed approximately $6 billion to renew its capital Partnering with RTA, CTA and Pace, Metra funding in order to adequately plan and assets. These projects have created the safe is participating in the development and program funding for future capital projects. and reliable service that Metra’s riders have utilization of an objective criteria-based, Metra staff will continue to work with come to expect. capital decision prioritization tool for local, state, and national leaders to pursue capital programming purposes. The Capital additional capital funding sources. Metra has continually emphasized the need Optimization Support Tool (COST) will be a for new capital funding sources that will valuable instrument in the capital program The agency’s 2014 core capital program enable investment in the system to uphold the development process and will allow Metra to totals $580.7 million and includes $153.3 current levels of service and reliability while forecast its backlog, state of good repair and million in federal formula funds and $371.4 keeping the system in a state of good repair. replacement needs. million in State of Illinois bonds. A state of good repair is defined as providing sufficient capital investment to sustain on- The FTA has emphasized the critical need The RTA’s planned State of Good Repair time train operations on a daily basis. It is for asset management systems by transit Bond program is needed to support Metra’s achieved when infrastructure components are providers nationwide. In order to properly capital program and allow us to fund projects replaced consistent with their life expectancy. utilize COST, Metra must maintain a that we would not otherwise be able to It addresses preventive maintenance, comprehensive inventory of its assets to include due to funding constraints. Without rehabilitation and regularly scheduled ensure the use of accurate data as the basis the RTA State of Good Repair Bond funds, replacement of assets to avert operational for its capital programming decisions. Metra the following projects will be eliminated or deficiencies and maintain compliance with is nearing completion of its asset inventory. reduced in the 2014 program:

26 State Bond Program The Illinois General Assembly passed bond Station (design/construction), Peterson • Rolling Stock Replacement programs in 2009 that provide up to $1.1 Ridge Station (construction), Hickory • Locomotive Gen Set Switchers billion to supplement Metra’s core capital Creek Station (design), Romeoville Station program. (construction), Racine Station (construction), • Locomotive & Car Improvements Mayfair Station (construction), Grayland • HVAC Refrigerant Conversion Metra’s first project initiated under the State Station (construction), Burr Oak Station • Telephone System Replacement of Illinois Bond Program was the purchase (construction), Hubbard Woods Station • Mechanical Equipment & Vehicles of 160 Highliner cars to replace an aging (design), River Forest Station (design/partial Replacement Metra Electric railcar fleet. The railcars being construction), Healy Station (construction), • IT Components & Services replaced date back to 1971 and can no longer 63rd Street Station (construction), Calumet • Locomotive Rehabilitation be rebuilt or refurbished. In August 2010, Station (construction), Blue Island Vermont • Rebuild Metra Electric Traction Motors the Metra Board approved a $585.1 million Street Station (construction), and Downers • Microwave (Communications) System contract with Sumitomo Corporation of Grove Station (construction). Replacement America for this acquisition. The first cars of • Right of Way Equipment this order arrived in fall 2012, and deliveries The remaining $371.4 million of bonds in the • Yard Improvement: Rock Island, Metra continue at the rate of four to six cars a 2011-14 state capital program will be used Electric, Milwaukee District crew facilities month. An additional $38.2 million of state to address various infrastructure projects, and Union Pacific bond funds has been made available to fund including a number of rolling stock, station, • Financial System Replacement Metra station projects throughout the region. bridge and yard projects in the six-county region, and to partially fund the installation • West Chicago Station In 2013, Metra applied for $106 million in of PTC. While the remaining state bond • A-5 Interlocker (Reduced) State of Illinois Bond funds to be made funds have been programmed in 2014, the • ADA Platforms (Reduced) available to a number of critical Metra use of these funds is subject to the release projects. The State Bond funds will fund of funding and prioritization of projects by In addition, should additional Metra fare box funds or RTA capital funding become a portion of Positive Train Control (PTC) the State of Illinois. More information can be available, these funds would be programmed and the Union Pacific North Line Bridge found in Exhibits 13-16 on pages 63-64. into the 2014 – 2018 Capital Program under project as well as needed yard and station Locally-funded/Match Project. improvements and to test Wi-Fi. Funding for design and/or construction for the following stations were included: 59th Street

27 Chicago Region Strategic Plan Environmental and results in capacity and operational problems In 2012, Metra initiated the creation of its Transportation Efficiency for movements between the NS’s 47th Street first comprehensive strategic plan since the Yard (west of Englewood interlocking) and Park agency’s creation in 1983. The key principles (CREATE) Manor Yard (east of Englewood interlocking), underlying this effort were to define who The Chicago Region Environmental and as well as delays for NS and Amtrak trains we are, where we are going, and how to Transportation Efficiency (CREATE) Program as they wait for the Metra trains to clear the best utilize our financial resources to keep is a partnership between the State of Illinois, interlocking. operating safely and sustainably into the the City of Chicago, freight railroads, Metra future. To achieve this, mission and vision and Amtrak to remove and reduce train In addition to current Amtrak service, train statements, goals, implementation strategies congestion throughout Chicago and the service on four high-speed rail corridors is and strategic priorities for capital investment Midwest. Congestion on our rail system proposed to pass through this location as part were developed. impacts all modes of transportation, forcing of the Midwest Regional Rail System. Nine more trucks on to the highways, limiting Midwestern states have been working together Metra involved the public in this process access to airports and reducing railroad since 1996 to develop a 3,000-mile high-speed by holding 18 public meetings throughout capacity. rail system for the region. When this plan the six-county Chicago region (nine in July is fully implemented, passenger rail service 2012, nine in November 2012). We asked The goal of CREATE Project P1, also known as will be dramatically increased and trip times the public to weigh in on our mission, vision the Englewood Flyover, is to provide a safer significantly decreased. Chicago will serve as and values statements in July and our goals and more efficient rail transportation facility the hub of the system. and objectives in November. In coordination at the intersection of the Metra Rock Island with the public meetings, we furthered Line and the Norfolk Southern (NS) line in The CREATE Project P1 will raise the existing our outreach efforts by commissioning the vicinity of the Englewood interlocking at Metra Rock Island Line by approximately 29 two surveys and setting up a web page 63rd and State streets in Chicago. The existing feet over a 1.59-mile-long span above the at metrarail.com/strategicplan where the at-grade crossing of these two lines is one of existing NS tracks. surveys and all the meeting materials and the Chicago area’s major rail junctions. Metra presentations were available for review. trains are given priority at this intersection In 2012, construction contracts were awarded with tracks used by freight and Amtrak trains and work began on the Englewood Flyover The public meetings were attended by 400 during rush hour periods. Currently, 78 Metra project. The $141 million project is funded people and 4,700 people responded to Rock Island trains and approximately 60 in part through the American Recovery and the surveys. The strategic plan web page freight and Amtrak trains pass through the Reinvestment Act (ARRA) High Speed Rail received 371,000 views and 700 letters were Englewood interlocking each weekday. This Grant and is scheduled for completion at the sent to stakeholders. end of 2014.

28 PTC Regional Fare Metra staff presented a draft version of the Positive Train Control (PTC) is an Payment System plan to the Capital Committee of Metra’s unfunded federal mandate designed to In May 2012, Metra, via its Board, adopted Board in June 2013. Staff is working to improve operational safety and to prevent principles for its part of the Regional Fare incorporate feedback received at that the type of head-on collision experienced Payment System to meet the intent of Illinois meeting with the goal of completing the by Metrolink in southern California in Public Act 097-0085, which states the process in the coming months. Staff is 2008. To date, Metra has programmed following “By January 1, 2015, the [Regional beginning work on the development of $88 million for PTC. An additional $46 Transportation] Authority must develop and some of the policies called for in the plan million has been programmed for PTC implement a regional fare payment system. and is pursuing many of the implementation in 2014, with the remaining PTC budget The regional fare payment system must use strategies outlined under the plan’s goals accounted for in the State of Illinois Bond and conform with established information and objectives. During the development of Program. security industry standards and requirements the strategic plan, 35 potential long-term of the financial industry. The system must system expansion/enhancement projects When installation is completed, Metra’s allow consumers to use contactless credit were identified. Beginning in early 2014, PTC System will provide automatic speed cards, debit cards, and prepaid cards to these projects will be evaluated through a supervision of all trains on all tracks pay for all fixed-route public transportation cost-benefit analysis, funded through the represented in the Metra track database. services.” Federal Transit Administration’s Unified The PTC System will respond to data Planning Work Program. obtained from the dispatching center, In October 2013, Metra formally declared its the existing wayside signal system, intention to participate in the CTA’s open monitored wayside appliances, position- fare system initiative. Using information determining equipment, a train’s onboard developed by peer agencies across the infrastructure database and a train’s country that are also in the process of movements in real-time. The PTC System implementing onboard electronic payment will be expandable to add functionality systems, Metra will move forward in 2014 to and services to enable the management develop and implement an onboard payment of risks and conditions that may develop system that allows the use of the CTA’s over the life of the system. Ventra card as well as other contactless credit and debit cards.

29 Ridership Additional Challenges Technological investments necessary to replace Metra’s financial Metra’s customer base is comprised primarily of city and suburban systems are programmed for $5 million in 2014. This is in addition residents who use Metra’s system to travel to work in downtown to the $20 million that was programmed in 2012-13. Auditors found Chicago. After setting record ridership levels in 2008, ridership has many of the existing systems to be outdated. The new systems will generally declined since then due to the economic downturn and slow increase the efficiency of the process, improve sharing of information, recovery. However, ridership still remains among the highest levels in and enable Metra’s management team to develop metrics that drive Metra’s history with more than 80 million rides provided annually. performance and efficiency. Despite an average 25 percent fare increase effective February 1, 2012,

ridership only decreased by 1.7 percent in 2012 compared to 2011. 2012 Metra also will continue to pursue options for adding Wi-Fi service to actually marked the sixth-highest annual ridership in Metra’s history. its trains in 2014 per Illinois Public Act 97-0085. Through passenger surveys, Metra is aware that this amenity is desired by some of its Metra’s 2013 ridership through August is up 0.6 percent compared customers. Previous attempts to add such service at minimal or no to the prior year. In the summer of 2013 (June through August), cost to Metra have not met with success. In 2013, the Board -- when ridership was up 2.2 percent compared to the same period last year. presented with the results of a consultant study that included cost 2013 ridership has been positively impacted by moderate summer estimates for pilot projects and implementation of Wi-Fi -- decided that temperatures, the Chicago Blackhawks parade/rally in June 2013, capital start-up costs were too high in light of the rail system’s backlog modest employment gains in the region, agency marketing programs of state of good repair projects. However, recent developments at and record regional tourism levels. other transit properties in the U.S. may Exhibit 3, Annual Passenger Trips in Millions* make it more feasible for Metra to partner Exhibit 3 with a vendor for this service. Metra is Metra Annual Passenger Trips (in millions) currently directing its consultants to develop a request for proposals (RFP) for 90.0 a pilot project to install and test a Wi-Fi 85.0 system on one Metra line. This will enable 80.0 the agency to again test the market for 75.0 partners interested in providing a Wi-Fi 70.0 system at low or no-cost to the agency. 65.0 Trips (in millions) millions) (in Trips

Trips (in millions) Trips 60.0 55.0 50.0

Year * Does not include South Shore, and 2013Note: is an estimate.2013 is an estimate.

30 2013 ridership has also been impacted by the fare adjustment of the ten-ride ticket that became effective Feb. 1, 2013. In response to the fare adjustment, some Metra riders have shifted away from the ten-ride ticket in favor of monthly and one-way tickets. Due to these factors, Metra’s 2013 ridership is on pace to meet and slightly exceed its budgeted target of 81.5 million passenger trips. Exhibit 3 on page 30 shows annual ridership since 1983.

Ongoing uncertainties about the economy and its impact on the region’s employment continue to pose the biggest challenge to increasing ridership. External factors such as gas prices and the cost of parking in downtown Chicago also impact Metra’s efforts to attract new riders and maintain existing ridership levels. However, secondary markets, such as reverse-commuting and recreational travel, are Metra’s fastest-growing market segments and present the greatest opportunity for growth.

A commuter marketing campaign, Metra Makes Life Easier, was implemented in Spring 2013. The campaign was integrated employing multiple tactics, including radio, digital, outdoor and online components. The campaign also included a “test drive” sweepstakes” to attract non-riders to our system. A summer “Traincation” print campaign promoted the Summer Fun Kit and the weekend pass for non- commuter travel and a Back to Work campaign was unveiled in September.

In 2014, marketing and planning staff will oversee a customer satisfaction survey to update the demographic profile of our customer base, obtain mode of access data and most importantly allow customers to grade Metra on various service attributes.

Metra is committed to growing ridership across all market segments by positioning its service as the preferred mode of travel in terms of reliability, efficiency, and convenience. To deliver on this strategy, Metra needs to adequately maintain its infrastructure to ensure reliable service. Ongoing capital projects and funding through the State of Illinois Bond program and the RTA State of Good Repair Bond Program will help Metra achieve this goal. The 2014 budget forecasts ridership growth of 1.3 percent (Exhibit 19 page 67).

31 Fares

Commuter Rail fares are set according to travel between designated fare zones, which are In 2013, Metra adjusted the price of the established at five-mile intervals beginning at each rail line’s downtown Chicago terminal. A 10-ride ticket from ten rides for the price uniform base fare is charged for travel within a zone and increments are added to the base of nine to ten for the price of ten. This was fare as additional fare zone boundaries are crossed. Within the general structure of zones equivalent to an 11.1 percent increase on this and one-way fares, an assortment of ticket types are designed to allow flexibility in the use of ticket type. Metra services; these are described in the table below. For an additional fee, Metra monthly ticket holders can use a Link-Up pass, which allows peak-period travel on CTA and unlimited Metra proposes no changes to fares for 2014. travel on Pace, or a PlusBus pass, which allows unlimited travel on Pace. Fares tables can be found in Exhibits 23 and 24 on pages 72-73. Ticket Type Period of Validity Number of Rides Pricing Basis Monthly* Calendar Month Unlimited 28.5 times one-way fare Ten-Ride* One Year Ten 10 times one-way fare One-Way* 14 Days One Base fare plus increments Weekend Saturday/Sunday Unlimited Flat Rate - $7

* These ticket types are offered at a reduced rate to senior citizens, persons with disabilities, children, students through high school, and active duty military personnel. Restrictions and more details on these reduced fare programs can be found at metrarail.com. Please note that the price basis is different for reduced fare media than those noted above.

During the 2012 budget review process the Board adopted the following principles for fare policy:

• Consider regular fare adjustments that ensure a balanced budget, keep pace with inflation, and avoid significant, infrequent fare increases. • Allow no diversion of capital-eligible funds to the operating budget. • Acknowledge the total cost and the total value of providing services. • Maintain a fair pricing structure that maximizes revenues. • Review fare media to improve fare collection and simplify overall collection activities and reconciliation. • Minimize on-train transactions and overall transaction costs. • Recognize that convenience has a value. • Equalize fare differentials by zone over time. • Evaluate fare policies of partner and peer agencies.

32 Recovery Ratio Capital Program

The recovery ratio represents the ratio of Metra’s 2014 Core Capital program is funded the RTA bond funds, the following federally Metra system revenues to expenses, less through federal fixed guideway and federal funded programs will be eliminated or certain exclusions, that must be achieved formula funds, as well as Metra fare box reduced in the 2014 program: within the statutory provisions of the RTA capital funds. Metra’s supplemental capital Act. For 2014, Metra is excluding $39 million program includes Homeland Security • Rolling Stock Replacement from this calculation. With this exclusion, funding, RTA bond funding and State of • Locomotive Gen Set Switchers Metra’s 2014 budget achieves a recovery Illinois capital bond program funding. The • Locomotive & Car Improvements ratio of 53.1 percent (Exhibit 5, page 45). 2014-2018 Metra Capital Program tables • HVAC Refrigerant Conversion and project descriptions are included in the • Telephone System Replacement Appendix (pages 48-64) and show funding • Mechanical Equipment & Vehicles available from current sources. Replacement • IT Components & Services The agency’s 2014 capital program totals $580.7 million. Metra anticipates receiving • Locomotive Rehabilitation $153.3 million of federal fixed guideway and • Rebuild Metra Electric Traction Motors formula funds as well as $5 million of federal • Microwave (Communications) System Homeland Security grant funds in 2014 for its Replacement Right of Way Equipment capital program. The 2014 budget proposes • Yard Improvement: Rock Island, Metra using $4 million in Metra’s fare box capital Electric, Milwaukee District crew facilities financing to support the capital program. and Union Pacific • Financial System Replacement A cornerstone of Metra’s 2014 capital • West Chicago Station program is the assumption that we will • A-5 Interlocker (Reduced) receive $45 million in RTA bond funds and • ADA Platforms (Reduced) $371.4 million in State of Illinois bond funds. These funds are needed to supplement our In addition, should additional Metra fare capital program and allow Metra to allocate box funds or RTA capital funding become scarce federal resources to projects that it available, these funds would be programmed would not otherwise be able to fund. Without into the 2014–2018 Capital Program under Locally-funded/Match Project.

33 Track & Structure The absence of a fully authorized state replacing its Highliner cars used on the Track and structure are the foundation of capital program and delays in the renewal of Metra Electric District. A total of $585.1 the Metra system. Without the continual a long-term federal transportation funding million has been programmed through the renewal of track components, retaining walls have limited the available capital dollars capital program for the purchase of 160 new and bridges, Metra’s reliable on-time service available for Metra to maintain infrastructure Highliner cars. would deteriorate and the wear and tear on and rolling stock. The result is a continued our rail cars and locomotives would increase. reliance on Metra “self-help” and other local Diesel locomotives must be rehabilitated Since Metra was formed, Metra has spent funds to support its capital funding needs every ten years to maintain a state of more than $1 billion on track and structural and a growing backlog of capital projects. good repair. The current limits on available replacement. capital funding have forced that cycle to be extended from ten to 15 years. To maintain a state of good repair, Metra has Rolling Stock established a continual cycle of inspection Metra’s fleet consists of 146 locomotives, Remanufacturing locomotives provides and renewal for its track and structures. 837 bi-level cars and 181 electric-propelled a significant cost savings for Metra while Metra currently replaces 80,000 ties and Highliner cars. For Metra to maintain a state extending the life of this equipment 35 rail crossings annually. Ballast and track of good repair for its rail fleet, we must by an estimated 25 years. The cost of resurfacing is performed on a 4-year cycle, replace or rehab 12 locomotives and 70 remanufacturing a locomotive is $1.7 million and since 1980, 83 bridges on the Metra railcars each year. Without a state capital versus $5 million for a new locomotive. The system have been replaced. However, Metra program, Metra has been able to rehabilitate 2014-2018 capital program provides $173.7 estimates that to achieve a state of good only 23 cars per year since 2005, resulting in million for locomotive rehabilitation. repair for these assets, Metra would need to an 18- to 19-year rehabilitation cycle, instead Metra’s five-year core capital program calls replace or rehab eight bridges, and replace of a 12-year cycle. for additional rolling stock projects, such as 111,000 ties and 105 grade crossings annually. the rehabilitation of commuter cars at $147.9 Railcar rehabilitation costs Metra $650,000 million and major fleet component overhaul Track and structure project highlights in per car versus $2.5 million for a new gallery at $31.3 million. the 2014-2018 core capital program include car. Rehabilitation of railcars also represents nearly $83 million for bridge replacement a significant cost savings for Metra, while and renewal and retaining wall rehabilitation. extending the life of the equipment and Additionally, $29 million is programmed in improving service for riders. Through the the core program for the replacement of ties State of Illinois bond program, Metra is and ballast, nearly $15 million for railroad

34 Facilities & Equipment crossing replacement, and $23 million for Metra has 24 rail yards and seven will: support electronic data interchange; rail replacement and renewal. The State of maintenance facilities. When Metra took be fully scalable and upgradeable; use Illinois bond program includes $100 million over commuter rail operations in Northeast integrated and highly flexible user friendly for bridge renewal through 2014. Illinois, most of these facilities were out of analytical reporting tools; and support date and inefficient. To date, $473.3 million microcomputer/network based software has been spent to modernize the rail yards productivity tools. Signal, Electrical and shops. and Communications Stations and Parking Signal, electrical and communications The majority of these capital expenditures Station and parking improvements are some systems are vital to safe railroad operation. occurred more than a decade ago. Equipment of the most visible capital improvements Since Metra’s formation, we have invested and vehicles have reached the end of their to our customers. Metra has invested $967 $554.3 million to upgrade signal systems. useful life and must be replaced. Upgrades million since 1985 to improve our stations The Metra system has 571 highway grade and expansions are also necessary to and parking facilities. To maintain a state of crossings, 148 of them interconnected with accommodate future system needs. These good repair, Metra estimates that we would traffic signals. The 2014-2018 Program projects can have an immediate impact on need to rehab or replace five stations and 20 includes $36 million for signal improvements. Metra’s operating budget since operating platforms annually. costs increase when equipment does not The 2014-2018 core program also includes perform at optimum efficiency. The five-year In 2013, Metra applied to the State of Illinois $60.4 million to upgrade interlockings, core program includes nearly $80 million for for $40 million in bond funds for engineering which will improve operational efficiency support facilities and equipment. and enable increased capacity on the Metra and construction of station improvements throughout the Metra system. Metra will system; nearly $24 million in electrical A significant investment in this category is apply for an additional $40 million in 2014 to systems improvements; $3.8 million in the financial systems replacement project. continue its station rehabilitation program. communications improvements; and The 2014 capital program includes $5 million The 2014-2018 core capital and State of $46 million for the further installation for Metra to begin implementation of an Illinois bond program allocate more than $80 of communications-based PTC, plus an enterprise resource planning system that million for station and parking improvements. additional $102 million programmed through will be compliant with current best practices 2014 in the State of Illinois bond program for financial systems and improve Metra’s toward the installation of this federally revenue collection accounting. This system mandated system.

35 Non-Capital Programs

ADA made to rail cars and stations in order to works directly with these companies well in In compliance with the requirements of the accommodate individuals with mobility, advance of the actual move. Over the past Americans with Disabilities Act, the majority hearing, and vision disabilities. The video few years, Marketing staff assisted United of stations on all 11 lines in the Metra system, is available to organizations that work on Airlines, BP, University Health Consortium, plus the South Shore Line operated by the behalf of the disabled and can be obtained Google, Gibbs-Soell, Hillshire Brands and Northern Indiana Commuter Transportation by calling Metra’s ADA Specialist at 312-322- Nokia with their CBD relocations, while District, are fully accessible to customers 6766. also working with Allstate, Land of Nod and with disabilities. Metra has modified railcars Dyson on their suburban moves by providing and made accessible most of its busiest train Business Development information to educate employees about stations to accommodate individuals with commuting options. Metra outreach initiatives also include hearing, vision, and mobility disabilities. targeting specific populations, such as Metra currently has 169 fully accessible By the end of 2013 into early 2014, Metra Central Business District (CBD) commercial stations and 22 partially accessible stations will add Motorola Mobility to the movers property managers and hotel concierges located throughout the six-county region. group, which now exceeds more than 10,000 and sales staff, to raise awareness about These represent our busiest stations used by employees and counting in this population Chicago’s vast network of coordinated more than 94 percent of our customer base. since 2010. transit services and to promote ridership among local commuters as well as visitors As a service to our customers who are and convention attendees. Metra convention Customer Experience disabled, Metra offers a large print system activity is particularly strong at McCormick Metra staff across the agency will work map. The map is divided into three sectors: Place, where the Electric District Line offers on several programs in 2014 geared to North, West, and South. Each sector map service to/from the heart of downtown enhancing the customer experience for includes the area’s rail lines and stations Chicago to our station just steps from the riders. along the lines. In addition to the larger print, convention floors. Each year Metra works every station in the system is color-coded to with several major trade shows that arrange Metra values the quality of our customers’ identify accessible, partially accessible and for a customized Metra pass. experience from the time they park their inaccessible stations. A braille rider’s and car, purchase their ticket, board the trains station guide is also available to customers In recent years, the City of Chicago has and arrive at their destinations. Through with vision disabilities. Metra also provides attracted several key employers to relocate a “mystery rider” program planned for a video titled “All Aboard” to acquaint their corporate offices in its CBD. To prepare launch in 2014, Metra’s goal will be to customers who are disabled with the rail employees for their new commutes, Metra solicit objective feedback from riders. The system and shows changes that have been

36 information gained through this program will collateral materials such as the downtown fund Metra’s existing public safety outreach enable Metra to track performance in specific visitor guide maps, connections guides and programs, including the school safety program areas from the customer perspective, other popular passenger informational and annual Poster and Essay Contest. We identify strengths and weaknesses, and help materials. are also examining initiatives that have the the agency to develop plans for improvement potential to offer significant revenue streams, and monitor compliance with established Non-Farebox Revenue including naming rights for the Rock Island standards and performance measures. Line and LaSalle Street Station. Metra expanded opportunities to cultivate revenue from sources other than the farebox Amenities are another way to improve the Unrelated to advertising revenue to support operating expenditures in 2013. customer experience. In 2014, Metra will opportunities, Metra continues to generate Metra’s marketing group worked with its continue to pursue options for introducing revenue from property, such as income from partner, Clear Channel Outdoor, to create Wi-Fi to our trains that minimizes the parking locations that we own and right- additional outlets for advertisers by adding financial impact on our operating budget. of-way usage from other railroads. These external frames on BNSF and UP passenger Metra, with the assistance of a consultant, activities are overseen by the Real Estate cars. The frames create rolling billboards on will develop a request for proposals (RFP) Department. In 2014, Metra will continue the side of its railcars. Metra also expanded for a pilot project to install and test a Wi-Fi to identify and pursue various advertisers, its station advertising inventory with the system on one Metra line. This will enable the partnerships and sponsorships to increase implementation of a station domination agency to again test the market for partners non-ridership revenue. program that allows an advertiser to wrap interested in providing a Wi-Fi system at low glass surfaces throughout a station. or no-cost to the agency. Quiet Cars Metra also offers a variety of other After soliciting feedback from riders through Downtown Connections advertising opportunities including web- its onboard newsletter, On the Bi-Level, Metra Metra worked with the RTA to improve based ads, display ads in our commuter began a pilot program to test the Quiet Car signage at downtown Metra stations to newsletter, Ticket-by-Mail inserts and train concept on its Rock Island Line trains in provide coordinated interagency service schedule panel ads. Outreach initiatives January 2011. Following a successful test, the and connection information to enhance pursue corporate sponsorships such as Quiet Car program was expanded to all of the the customer experience. Through joint the Northwestern Medicine partnership, Metra lines in June 2011. inspections, Metra identified many potential which placed defibrillators on all trains. The improvements. Metra will continue to work marketing staff continue to pursue various The Quiet Cars, identified with decals with the RTA and other transit services on public and private foundation grants to and signage, are the second car from the

37 locomotive and the second car from the The new feature is linked to the Metra GPS also receive federal funding through the New other end of the train on all morning and tracking system, which uses satellites to Freedom program for adding these signs evening rush hour trains with six or more plot the exact locations of all trains on the at 11 other stations throughout the Metra cars. If there are fewer than six cars on system and can record precisely when a train system. Metra plans to begin installing these the train, only the second car from the arrives at and leaves from each station. In signs in 2014. VIS signs are located centrally locomotive is designated as a Quiet Car. On 2014, Metra will add an estimated arrival on station platforms to provide current Metra’s Electric District, only the third car time feature to the tracker tool. Metra has train service and delay information, and from the south end of the train is designated also received additional funding from the other announcements, in compliance with as quiet. RTA that will incorporate Google’s General the Americans with Disabilities Act (ADA). Transit Feed Specifications (GTFS) protocols Although the intent of the VIS is to assist Quiet Cars provide passengers with to provide for the use of scheduling data that the hearing-impaired, other Metra customers the option of riding in a car where cell will enable our riders to access even more also benefit, especially when there are phone calls and other conversations are real-time information. service disruptions. discouraged. Passengers are also required to mute all electronic devices. Metra expects the As more and more passengers have become Reverse Commute Quiet Car policies to be largely enforced by aware of the Rail-Time Tracker feature, hits One of Metra’s ongoing marketing objectives peer pressure, with conductor intervention as on Metra’s website have steadily increased. is to identify and cultivate reverse-commute necessary. The Quiet Car program is one way Since September 2009, Metra has been markets. The agency’s work with TMA for Metra to respond to our customers and publishing service advisories online and Lake Cook, DuPage Mayors and Managers provide service enhancement with minimal via “My Metra” account e-mail and Twitter Conference and other partners has facilitated expense. alerts. Metra’s mobile website was launched this effort. In 2013, Metra collaborated in 2010 and now accounts for 52.5 percent with RTA and Pace to expand our work on of Metra’s website usage. In 2014, Metra will Regional Real-Time cultivating reverse-commute markets by expand the use of social media and e-mail identifying additional stations that present Travel Information communications to deliver more real-time viable locations for “last mile” shuttle In July 2012, Metra debuted on its website information to our riders. the “Rail-Time Tracker,” which allows riders to connections. Existing shuttle services, such as those provided through the TMA network, check the status of the next trains at every Metra has received Innovation, Coordination, have been very valuable in generating station on the Metra system. If trains are and Enhancement (ICE) funding from the RTA reverse and suburb-suburb ridership. In 2013, running late, the Rail-Time Tracker shows to expand the electronic Visual Information Metra revenue directly attributable to TMA riders the estimated revised departure times. System (VIS) signs to 19 stations. Metra will

38 Transit Benefit Program Lake Cook shuttle passengers is projected trespassing along the railroad right-of- The RTA will streamline the Transit Benefit to exceed $1.3 million. Metra’s financial way. Metra has partnered with Operation Program by transitioning the transit voucher support of these shuttle projects in 2013 was Lifesaver since 1992 and offers free train to a credit/debit card system in late 2013. nearly $270,000, or about 21 percent of the safety presentations to schools, professional The RTA has solicited private vendor cost. In various surveys, up to 70 percent of drivers, bus companies, community proposals to implement and administer the respondents have reported that they would organizations and emergency responders. upgraded program. The new program will be drive alone to work if the TMA shuttles were accompanied by a broad marketing effort to not available. Metra also encourages and Metra will continue its Safety Poster Contest increase program visibility and participation. supports other connecting options, such as in 2014, with particular emphasis on the Metra has continually championed the Pace’s Metra Feeder vanpool program, which region’s school children. In its eighth year, RTA’s transit benefit program as well as enables Metra’s reverse-commute passengers Metra’s Safety Poster Contest, which is those offered by other qualified vendors to park Pace vans at or near suburban Metra overseen by the External Communications in our region. Our main objective is to stations overnight and use them to reach job group, is a key part of our ongoing effort elevate awareness and encourage greater sites in the morning. to increase public awareness of railroad participation in this money-saving program. safety practices. The winning designs will Metra is undertaking a major outreach Safety First be distributed as part of a calendar to more campaign in late 2013 to aggressively than 2,000 schools in northeast Illinois and promote the benefit to small and midsized The safety of our employees, passengers will be featured on Metra’s monthly passes. businesses throughout the region. The and the general public is Metra’s number one campaign’s message has already reached priority. Metra’s ongoing efforts to improve Metra’s exceptional safety record has been nearly 2,000 companies. safety throughout our system are overseen recognized throughout the railroad industry by our Safety Department and include with numerous safety awards and accolades numerous programs which incorporate Website over the years. We continue to keep safety at education, engineering and enforcement In 2009, Metra launched a redesigned the forefront of our operation, ensuring that activities. website that is more customer-oriented, our employees have the safest possible work providing train service alerts via e-mail and environment, as well as operating the safest In 2014, Metra will continue its partnership Twitter as well as the ability to purchase commuter rail agency in the nation. with Operation Lifesaver, a national monthly passes and 10-ride tickets online organization created in 1986 to educate people of all ages on the dangers of disobeying railroad warning devices and

39 with credit cards. The site’s customizable “My information they need to easily use Metra. as part of an initiative to standardize the Metra” feature also enables users to create The mobile website currently accounts for real-time transit information data feeds accounts tailored to their train schedules and 52.5 percent of Metra’s website traffic. provided by each of the service boards to enables them to automate recurring ticket the RTA for an overall project to develop purchases. The website management staff will continue a Regional Transit Tracker and Dynamic to expand their efforts in 2014 to more fully Trip Planner application. Through this RTA- By August 2013, more than 135,000 engage passengers through online surveys funded project, Metra will adopt the industry customers had signed up for “My Metra” and Twitter, with the goal of better informing standard GTFS protocols for schedules accounts, and the site averaged more the general public about issues that impact and real-time information. This project than 33,000 unique visits daily. Through Metra and its customers. To increase will improve the overall performance of September 2013, more than 66,400 tickets transparency regarding the agency and its Metra Rail-Time Train Tracker and provide a have been processed through the website. Board of Directors, the website now includes higher level of real-time schedule and travel Although this is a decrease in total tickets on-time performance reports, expanded information to our riders. sold compared to the same period in 2012, ridership data and other operational data the change in the 10-ride ticket prices as well as senior-level reports, agendas and Metra’s website management staff is has resulted in a shift to monthly ticket minutes from Metra Board meetings. currently working on the development of a purchases. This correlates with the decrease dynamic media portal press room with plans in the overall numbers of tickets sold as The website also began to generate revenue to launch the project in early 2014. Visitors customers have migrated to a media that through the inclusion of banner advertising to the new media pressroom microsite will requires the purchase of a single item vs. in 2011 and is currently generating more than be able to browse through current media multiple items. $25,000 annually from ads. postings and information regarding Metra news and current initiatives. Features will This activity demonstrates that the website In 2012, Rail-Time Train Tracker was added include a gallery of images, videos, PDFs, is being used by our customers as the in a Beta version to the homepage of the digital press kits, and a comprehensive primary digital destination for information, Metra website in order to provide passengers listing of current Metra news. communication and interaction with Metra. with up-to-the-minute arrival and departure information per train derived from GPS data. In 2010, Metra’s new mobile website became operational, giving riders with web-enabled In 2013, Metra entered into an phones another option to access the intergovernmental agreement with RTA

40 2014 Budget Overview

Metra’s 2014 operating budget and Revenue 2015-2016 financial plan meets the RTA’s Passenger Revenue Operating Expenses revenue recovery ratio and deficit funding Passenger revenue for 2014 is expected The 2014 budget projects an increase in requirements. to be lower than the 2013 budget by $8.5 operating expenses of $12 million, or 1.7 million or 2.7 percent. This budget-to-budget percent, compared to the 2013 budget. Train The RTA’s projection for available funding decrease reflects that the 2013 budget was service levels are assumed the same in 2014 in 2014 is 4.5 percent higher than the constructed using a higher forecast that has as they were in 2013. The budgeted expense amended 2013 budget. For 2015, the not been achieved in 2013 actual results. increase reflects projected price increases in RTA estimates that available funding will labor, benefits, diesel fuel, rents, materials, increase by 3.2 percent over 2014. For Reduced Fare Reimbursement and other costs associated with operating 2016, the RTA estimates an increase of 4.0 Reduced fare reimbursement is budgeted to the service. The increase also reflects costs percent from the prior year. be $2.4 million for 2014 based on updated associated with meeting maintenance

information from RTA. The State of Illinois and inspection requirements related to The budget and financial plan presented administers this program and has reduced equipment and infrastructure. in this document is based upon the terms the 2014 Fiscal Year appropriation for this of contractual agreements and reasonable item. For 2015 through 2016, expenses are estimates from currently available estimated to increase in accordance with the information. The following additional terms of current contracts and agreements, Capital Credits, Leases, etc… information about revenues and expenses or with projections of market indices, as The 2014 budget for capital credits, leases, is provided. Exhibits providing further detail applicable. Staff will continue to examine all etc. has been increased by $1.5 million or 3 are found in the Appendix on pages 45-47. aspects of Metra operations, including those percent versus 2013, reflecting higher capital of the contract carriers, for cost efficiencies. credit billing rates and moderate growth in All parties are expected to cut or contain other items. costs wherever possible.

41 Operations and Maintenance Administration The 2014 budget for operations and maintenance, The 2014 budget for administration, which represents almost 11 percent of Metra’s which represent about 72 percent of Metra’s operating costs, is projected to decrease by $5.2 million or 5.9 percent compared operating costs, is projected to increase by $19 to 2013. Efficiencies identified in the budget process, including lower credit card million or 3.8 percent over 2013. This category fees and the completion of various studies that will not be repeated, account includes the operation of 700 weekday trains, the for a significant portion of this decrease. For the plan years of 2015 and 2016, maintenance and inspection of more than 1,100 administration costs are projected to grow by 3.4 percent in 2015 over the 2014 pieces of equipment, 241 stations, 1,100 miles of track, budget and by 4 percent in 2016 over the 2015 plan. 800 bridges, 2,000 signals and other infrastructure. Diesel Fuel With an aging system and the slow growth in Diesel fuel for 2014 is currently budgeted at $3.22 per gallon, representing no available capital funds, more and more of the costs change from the 2013 budget. Although Metra will continue to look for price lock of maintaining equipment and infrastructure are opportunities, the lack of a locked price for diesel fuel remains an exposure for borne by the operating budget. While Metra is Metra during 2014 that could negatively affect the agency’s budget. For 2015 and constantly looking for efficiencies and other cost- 2016, Metra’s projected annual average price for diesel fuel is $3.33 and $3.40 per saving measures within its operations, there is an gallon, respectively. overwhelming burden related to the shortfall in the overall capital funding to meet a state of good Motive Electricity repair. This consistent shortfall means that meeting Motive electricity for 2014 is currently budgeted at $8 million, which is $1 million the daily demands for sufficient equipment and a higher than the 2013 budget. Metra is projecting higher expenses for 2014 through safe infrastructure to provide current levels of train 2016 due to the expiration of the current supply agreement and higher energy service is becoming more expensive each year. usage by more powerful motors used by the new Metra Electric Highliner fleet.

Operations and maintenance expenses for 2014 Claims and Insurance are projected to grow by 2.3 percent over the 2013 Claims and insurance for 2014 are currently budgeted at $16.9 million, which is $2.2 budget and for 2016 to grow by 3.9 percent over the million or 11.5 percent lower than the 2013 budget. For 2015 and 2016, expenses in 2015 plan. this category are projected to be $17.9 million and $20.7 million, respectively.

42 Downtown Stations For 2014, the downtown stations category, which includes charges for Chicago Union Station, LaSalle Street Station and the Ogilvie Transportation Center, is budgeted at $15.5 million. This is the same amount as the 2013 budget for this category. The station rents are covered by long-term leases that contain annual inflators that were lower than budget during 2013. For 2015 and 2016, the budget projections for this line item are $15.9 million and $16.3 million, respectively.

Summary Exhibit 7 (page 46) presents Metra’s 2014 budget while Exhibit 6 (page 46) summarizes Metra’s 2014 budget and its 2015-2016 financial plan. Metra’s budget and financial plan is presented in a manner consistent with its financial statements, with adjustments in format made, as appropriate, for illustrative purposes. Revenues are recognized when earned and expenses are recorded in the period in which goods and services are used. Metra’s 2014 projected cash flow summary is included in the Appendix on page 47 as Exhibit 8.

If operating funding levels noted in these budget schedules are made available by the RTA during the budget process, these funds will be reserved for working capital or future programs.

43 Appendix

Operating Budget Comparisons 45 Calculation of 2014–2016 Farebox Recovery Ratios 45 2014 Budget Summary & 2015 - 2016 Financial Plan 46 2014 Budget by Carrier & Type of Expense 46 2014 Projected Cash Flow Summary 47 Capital Program 2014 48 Capital Progam Sources 2014-2018 49 2014 Capital Program Project Element Descriptions 50 2014 -2018 Core Capital Program 61 2014 -2018 Capital Program Core and State of Illinois Bond Programs 62 State of Illinois Capital Bond Program 63 State of Illinois Jobs Now Program Request 63 State of Illinois Jump Start Program Request 63 Stations State Bond Program 64 Physical Description 65 Operating & Service Characteristics as of 2013 66 2014 -2016 Forecasted Ridership and Vehicle Miles 67 Commuter Rail Stations by Fare Zone 68 Ridership-Related Statistics - July 2012 - June 2013 70 Ticket Sales by Ticket Type: July 2012 - June 2013 71 2014 Adult Fares 72 2014 Special User Fares 73 Commuter Rail Board Ordinance No. MET 13- 33 74 Public Notice 76 FY2014 Program and Budget Public Hearing Schedule 77 FY2014 Program and Budget County Board Presentations 77 Citizens Advisory Board 78 Notice of Title VI Protection 78 44 Exhibit 4 Exhibit 5 Metra Operating Budget Comparisons Calculation of 2014 - 2016 2013 Budget & 2014 Budget Farebox Recovery Ratios ($ in millions) ($ in millions)

2013 Budget 2014 Budget Growth Amt % Year 2014 2015 2016 Revenues System Generated $ 364.2 $ 379.4 $ 386.1 Passenger Revenue $ 318.5 $ 310.0 $ (8.5) -2.7% Revenues Additions to Recovery Reduced Fare Subsidy 2.4 2.4 0.0 0.0% 1.8 1.9 2.0 Ratio Revenues Capital Credits, Leases, etc. 50.3 51.8 1.5 3.0% Farebox Recovery Ratio Total Revenues $ 371.2 $ 364.2 $ (7.0) -1.9% 366.0 381.3 388.1 Revenue Operating Expenses Total Operating $ 728.6 $ 749.6 $ 771.6 Transportation $ 223.7 $ 233.6 $ 9.9 4.4% Expenses Maintenance of Way 125.4 130.0 4.6 3.7% Exclusions from Recovery $ (39.0) $ (39.5) $ (40.0) Maintenance of Equipment 153.9 158.4 4.5 2.9% Ratio Expenses Administration / Regional Services 87.9 82.7 (5.2) -5.9% Farebox Recovery Ratio 689.6 710.1 731.6 Non-contract Compensation Adj. 3.6 3.0 (0.6) -16.7 Expenses

Diesel Fuel 80.5 80.5 0.0 0.0% Farebox Recovery Ratio 53.1% 53.7% 53.0% Motive Electricity 7.0 8.0 1.0 14.3% Claims & Insurance 19.1 16.9 (2.2) -11.5% Downtown Stations 15.5 15.5 0.0 0.0% Total Operating Expenses $ 716.6 $ 728.6 $ 12.0 1.7% Total Funded Deficit $ 345.4 $ 364.4 $ 19.0 5.5% Metra Sales Taxes $ 349.7 $ 365.4 $ 15.7 4.5% Add: Security Grant 1.2 3.0 1.8 150.0% Less: Capital Fare Program (5.5) (4.0) 1.5 -27.3% Total Funds for Operating 345.4 364.4 19.0 5.5% Excess / (Shortfall) of Funds 0.0 0.0 0.0 Recovery Ratio - RTA Calculation 55.0% 53.1% Recovery Ratio Additions 1.7 1.8 Recovery Ratio Exclusions $ 38.5 $ 39.0

45 Exhibit 6 Exhibit 7 2014 Budget Summary and 2014 Budget by Carrier & 2015 - 2016 Financial Plan ($ in millions) Type of Expense ($ in millions)

Carrier NIRCRC Union BNSF Total 2014 Budget 2015 Plan 2016 Plan Pacific Railway Metra Revenues Revenues Passenger Revenue $ 310.0 $ 310.0 $ 322.4 Passenger Revenue $ 137.5 $ 108.4 $ 64.1 $ 310.0 Reduced Fare Subsidy 2.4 2.4 2.4 Reduced Fare Subsidy 1.1 0.8 0.5 2.4 Capital Credits, Leases, etc. 51.8 53.0 54.5 Capital Credits, Leases, Etc… 51.8 0.0 0.0 51.8 Required Additional Revenue 0.0 12.4 12.9 Total Revenues $ 190.4 $ 109.2 $ 64.6 $ 364.2 Total Revenues $ 364.2 $ 377.8 $ 392.2 Operating Expenses Operating Expenses Transportation $ 134.0 $ 72.3 $ 27.3 $ 233.6 Transportation $ 233.6 $ 239.5 $ 248.4 Maintenance of Way 85.2 40.2 4.6 130.0 Maintenance of Way 130.0 133.3 138.4 Maintenance of Equipment 86.5 48.7 23.2 158.4 Maintenance of Equipment 158.4 161.0 167.8 Administration / Regional Services 61.3 15.5 5.9 82.7 Administration / Regional Services 82.7 85.5 88.9 Non-Contract Compensation Adjs. 3.0 0.0 0.0 3.0 Non-Contract Compensation Adjs. 3.0 3.2 3.4 Diesel Fuel 32.2 33.3 15.0 80.5 Diesel Fuel 80.5 83.3 85.1 Motive Electricity 8.0 0.0 0.0 8.0 Motive Electricity 8.0 8.4 8.7 Claims & Insurance 11.1 4.0 1.8 16.9 Claims & Insurance 16.9 17.9 20.7 Downtown Stations 9.0 1.4 5.1 15.5 Downtown Stations 15.5 15.9 16.3 Total Operating Expenses $ 430.3 $ 215.4 $ 82.9 $ 728.6 Total Operating Expenses $ 728.6 $ 748.0 $ 777.7 Total Funded Deficit $ 239.9 $ 106.2 $ 18.3 $ 364.4 Total Funded Deficit $ 364.4 $ 370.2 $ 385.5 Metra Sales Taxes $ 365.4 Metra Sales Taxes $ 365.4 $ 377.2 $ 392.5 Add: Security Grant 3.0 Add: Security Grant 3.0 3.0 3.0 Less: Capital Fare Program (4.0) Less: Capital Fare Program (4.0) (10.0) (10.0) Total Funds for Operating 364.4 Total Funds for Operating 364.4 370.2 385.5 Excess / (Shortfall) of Funds 0.0 Excess / (Shortfall) of Funds 0.0 0.0 0.0 Revenue Recovery Ratio 53.1% Revenue Recovery Ratio 53.1% 53.6% 53.4% Recovery Ratio Additions 1.8 Recovery Ratio Additions 1.8 1.9 2.0 Recovery Ratio Exclusions $ 39.0 Recovery Ratio Exclusions $ 39.0 $ 39.5 $ 40.0

46 Exhibit 8 2014 Projected Cash Flow Summary ($ in millions)

Month JAN FEB MARCH APRIL MAY JUNE JULY AUG SEPT OCT NOV DEC TOTAL BEGINNING BALANCE $ 99,900 $ 84,186 $ 70,834 $ 63,197 $ 59,776 $ 56,174 $ 57,553 $ 56,206 $ 53,797 $ 55,160 $ 65,617 $ 76,134 OPERATING REVENUE 26,898 26,854 29,864 30,072 30,330 30,998 32,954 31,546 30,708 30,342 28,635 29,987 $ 359,189 CAPITAL FAREBOX REVENUE 333 333 333 333 333 333 333 333 333 333 333 337 $ 4,000 TOTAL OPERATING REVENUE 27,294 27,248 30,290 30,497 30,745 31,419 33,382 31,969 31,135 30,754 29,030 30,426 $ 363,189 RTA SALES TAX - (Month Earned) 17,371 18,273 22,503 22,709 23,756 25,837 24,870 26,050 25,170 33,892 34,728 39,742 $ 314,901 STATE PTF - (Month Earned) 2,337 2,009 2,064 4,429 4,699 4,950 3,771 3,769 3,936 5,606 5,758 7,182 $ 50,510 RTA SALES TAX / STATE PTF 19,708 20,282 24,567 27,138 28,455 30,787 28,641 29,819 29,106 39,498 40,486 46,924 $ 365,411 CAPITAL GRANTS FTA $ 9,182 $ 9,182 $ 9,182 $ 9,182 $ 9,182 $ 9,182 $ 9,182 $ 9,182 $ 9,182 $ 9,182 $ 9,182 $ 9,182 $ 110,184 RTA 2,844 2,844 2,844 2,844 2,844 2,844 2,844 2,844 2,844 2,844 2,844 2,844 $ 34,128 IDOT 2,277 2,277 2,277 2,277 2,277 2,277 2,277 2,277 2,277 2,277 2,277 2,277 $ 27,324 SUBTOTAL $ 14,303 $ 14,303 $ 14,303 $ 14,303 $ 14,303 $ 14,303 $ 14,303 $ 14,303 $ 14,303 $ 14,303 $ 14,303 $ 14,303 $ 171,636 TOTAL CASH RECEIPTS $ 61,242 $ 61,772 $ 69,067 $ 71,846 $ 73,421 $ 76,421 $ 76,231 $ 76,001 $ 74,450 $ 84,476 $ 83,757 $ 91,551 $ 900,236 OPERATING EXPENSES 61,966 60,132 61,744 60,306 62,052 60,077 62,620 63,447 58,128 59,045 58,249 60,834 $ 728,600 CAPITAL FAREBOX EXPENSES ------TOTAL OPERATING EXPENSES $ 61,966 $ 60,132 $ 61,744 $ 60,306 $ 62,052 $ 60,077 $ 62,620 $ 63,447 $ 58,128 $ 59,045 $ 58,249 $ 60,834 $ 728,600 CAPITAL PROJECTS FTA/RTA/IDOT $14,303 $14,303 $14,303 $14,303 $14,303 $14,303 $14,303 $14,303 $14,303 $14,303 $14,303 $14,303 $171,636 METRA 750 750 750 750 750 750 750 750 750 750 750 750 9,000 TOTAL CAPITAL PROJECTS 15,053 15,053 15,053 15,053 15,053 15,053 15,053 15,053 15,053 15,053 15,053 15,053 180,636 TOTAL CASH DISBURSEMENTS 77,019 75,185 76,797 75,359 77,105 75,130 77,673 78,500 73,181 74,098 73,302 75,887 $ 909,236 ENDING BALANCE $ 84,123 $ 70,710 $ 62,980 $ 59,467 $ 55,783 $ 57,074 $ 55,632 $ 53,133 $ 54,402 $ 64,780 $ 75,235 $ 90,900

47 Exhibit 9 Capital Program 2014 PE Description RR Source Amount PE Description RR Source Amount Rolling Stock 4824 CROSSINGS (ROAD & TRACK) MWD f 500,000 3913 ROLLING STOCK REPLACEMENT MED f $ 1,500,000 4834 CROSSINGS (ROAD & TRACK) UPR f 500,000 4401 LOCOMOTIVE REPOWERING MET f 720,000 4829 CATENARY STRUCTURE REHAB MED f 500,000 4464 LOCOMOTIVE GENSETS MET f 500,000 4832 RIGHT OF WAY FENCING MET f 100,000 4464 LOCOMOTIVE GENSET SWITCHERS MET f 1,500,000 4848 RIGHT OF WAY FENCING UPR f 100,000 4809 TIER III LOCO PURCHASE MET ib 120,700,000 4838 BRIDGE & RETAINING WALL IMPROVEMENTS MET f 1,900,000 4801 TRACTION MOTORS MET f 1,500,000 4837 BRIDGE IMPROVEMENTS UPR f 800,000 4806 LOCOMOTIVE MID LIFE REHAB MET rb 10,000,000 4836 BRIDGE IMPROVEMENTS MET f 750,000 4510 CAR REHAB (BUDD CARS) MET f 8,000,000 4839 BRIDGE IMPROVEMENTS MWD f 250,000 4604 CAR REHAB AMERAIL CARS P4 (PHASED) MET f 7,000,000 4831 BRIDGE UPGRADES MWD f 250,000 4704 CAR REHAB AMERAIL CARS P5 (PHASED) MET f 14,000,000 2112 NORTH LINE BRIDGES UPR f 9,215,000 4602 HOTEL POWER MODIFICATION MET f 2,270,370 2112 NORTH LINE BRIDGES UPR ib 100,000,000 4605 HOTEL POWER MODIFICATION MET f 4,480,741 4740 MIDLOTHIAN EMBANKMENT RID f 1,000,000 4711 HOTEL POWER MP36 LOCOS MET f 2,248,889 Track & Structure Sub-Total $ 128,457,000 4802 LOCOMOTIVE & CAR IMPROVEMENTS MET f 4,000,000 Signal, Electrical & Communications 4805 EVENT RECORDERS MET mt 500,000 3446 FIBER OPTIC CABLE (PHASED) BNS f $ 1,800,000 4705 EMERGENCY CAR LIGHTING MET mt 1,800,000 4744 PROTECTIVE RELAY REPLACEMENT MED f 400,000 4803 WHEEL REPLACEMENT MET f 3,090,000 4850 RECTIFIER REPLACEMENT MED f 500,000 4807 HVAC REFRIGERANT CONVERSION MET f 1,500,000 4254 TRACTION PWR SYS AUGMENT MED rb 6,000,000 Rolling Stock Sub-Total $ 183,310,000 4855 SIGNAL INFRASTRUCTURE MET f 2,000,000 Track & Structure 2938 A-5 INTERLOCKER MWD f 500,000 4815 TIES, BALLAST & SW HEATERS BNS f $ 1,000,000 2938 A-5 INTERLOCKER MWD rb 2,900,000 4817 TIES AND BALLAST MWD f 2,500,000 3337 LAKE STREET INTERLOCKER UPR f 1,500,000 4818 TIES AND BALLAST RID f 2,172,000 3241 LAKE STREET INTERLOCKER MET f 2,000,000 4819 TIES AND BALLAST UPR f 1,000,000 4552 A-2 INTERLOCKER MWD f 1,000,000 4812 TIES AND BALLAST MED f 2,000,000 4842 16TH STREET SIGNAL RID f 500,000 4821 RAIL GRINDING MET f 300,000 4343 POSITIVE TRAIN CONTROL UPR f 15,000,000 4822 RAIL GRINDING UPR f 120,000 4343 POSITIVE TRAIN CONTROL MET f 17,500,000 4825 UNDERCUTTING & SURFACING MET f 800,000 4343 POSITIVE TRAIN CONTROL MET rb 13,500,000 4826 UNDERCUTTING & SURFACING UPR f 250,000 4343 POSITIVE TRAIN CONTROL MET ib 102,000,000 4827 RAIL AND SWITCHES BNS f 500,000 4645 AC SWITCHES REPLACEMENT MED f 1,220,000 4828 RAIL REPLACEMENT MWD f 250,000 4562 TELEPHONE SYSTEM REPLACEMENT MET f 2,000,000 4820 NCS IMPROVEMENTS NCS mt 700,000 4564 MICROWAVE SYS REPLACEMENT MET rb 500,000 4823 CROSSINGS (ROAD & TRACK) MET f 1,000,000 4757 MILLENNIUM LIFE SECURITY MED f 850,000 48 Signal, Electrical & Communications Sub-Total $ 171,670,000 PE Description RR Source Amount PE Description RR Source Amount Facilities & Equipment Support Activities Sub-Total $ 15,200,000 4865 RIGHT OF WAY EQUIPMENT MET rb $ 1,000,000 Grand Totals For Uses $580,697,000 4868 EQUIPMENT AND VEHICLES MET f 2,000,000 Description Source Amount 4866 OFFICE EQUIPMENT MET f 250,000 Federal State of Good Repair and Formula f $153,297,000 4853 YARD IMPROVEMENTS BNS f 500,000 Federal Homeland Security zz 5,000,000 4875 YARD IMPROVEMENTS UPR f 2,000,000 RTA Service Board Capital rd 2,000,000 4876 YARD IMPROVEMENTS MWD f 3,000,000 RTA State of Good Repair Bonds* rb 45,000,000 4876 YARD IMPROVEMENTS MWD rb 1,000,000 Metra Farebox Capital mt 4,000,000 4873 YARD IMPROVEMENTS MET rb 500,000 State of Illinois Bond Funds* ib $371,400,000 4873 YARD IMPROVEMENTS MET ib 7,840,000 TOTAL FUNDING 2014 PROGRAM $580,697,000 4874 YARD IMPROVEMENTS MED f 260,000 * Pending bond issuance 4872 YARD IMPROVEMENTS RID rb 500,000 4159 CREW FACILITIES UPR f 250,000 4159 CREW FACILITIES UPR rb 250,000 Exhibit 10 4849 IT COMPONENTS & SERVICES MET f 1,500,000 4849 IT COMPONENTS & SERVICES MET f 1,000,000 Metra Capital Progam 4852 FINANCIAL SYSTEM REPLACEMENT MET rb 5,000,000 Sources 2014-2018 ($ in millions) Facilities & Equipment Sub-Total $ 26,850,000 Stations & Parking Funding Source 2014 2015-18 Total 4867 ADA PLATFORMS MET f $ 3,500,000 Federal Base Program 4867 ADA PLATFORMS MET rb 850,000 State of Good Repair (5337)/ $153.3 $646.1 $799.4 4784 VAN BUREN ST STATION MED f 3,000,000 Formula (5307) 4878 WEST CHICAGO STATION UPR rb 3,000,000 Sub–Total Federal Base Program $153.3 $646.1 $799.4 4484 AUBURN PARK NEW STATION RID ib 10,000,000 Supplemental 4880 STATION FAC IMPROVEMENTS MET ib 30,860,000 Federal Homeland Security $5.0 $20.0 $25.0 4870 SYSTEMWIDE STATION IMPS MET f 2,000,000 Federal CMAQ $0.0 $16.8 $16.8 Stations & Parking Sub-Total $ 53,210,000 RTA Service Board Capital $2.0 $0.0 $2.0 Support Activities RTA State of Good Repair Bonds* $45.0 $0.0 $45.0 4889 HOMELAND SECURITY MET zz $ 5,000,000 Metra Farebox Capital $4.0 $40.0 $44.0 4495 ENGINEERING ASSET MANAGEMENT MET f 1,000,000 4796 LOCALLY FUNDED PROJECTS / MATCH MET rd 2,000,000 Illinois State Bond* (Jobs Now) $80.7 $0.0 $80.7 4898 PROJECT ADMINISTRATION MET f 400,000 Illinois State Bond* (Jump Start) $290.7 $0.0 $290.7 4899 CONTINGENCIES MET f 800,000 Sub–Total Supplemental Program $427.4 $76.8 $504.2 4894 INFRASTRUCTURE ENGINEERING MET f 5,000,000 Total $580.7 $722.9 $1,303.6 4896 UNANTICIPATED CAPITAL MET mt 1,000,000 49 *Pending bond issuance 2014 Capital Program Project Element Descriptions

Rolling Stock Line Abbreviations PE 3913 ROLLING STOCK REPLACEMENTS, HIGHLINERS, MED PE 4809 LOCOMOTIVE LIne Name Shown as This project involves the purchase of approximately 160 new electric PURCHASE, MET BNSF Railway BNS Highliner cars, which will be wheelchair accessible pursuant to the This project funds the purchse of Heritage Corridor HC requirements of the Americans with Disabilities Act (ADA). The cars approximately 25 new advance Metra Electric District MED will replace existing electric multi-unit commuter cars, currently design diesel passenger Milwaukee District MWD locomotives built to Tier III EPA in service on Metra’s Electric District, and will also include the North Central Service NCS specifications. These locomotives purchase of some spare cars. will replace 25 of Metra’s oldest Rock Island District RID locomotives which would need to System-wide non-line specific MET PE 4401 LOCOMOTIVE REPOWERING F40Cs, MET undergo a second life extending Union Pacific UPR Metra proposes to repower two F40C locomotives used to rehabilitation which would include provide commuter passenger rail service in the Chicago area. The bringing them up to Tier III. It is repowering will consist of a new diesel engine and control package. more cost effective to purchase new locomotives. The diesel engine will be certified to EPA Tier III requirements, thus achieving reduction in greenhouse gas emissions in addition PE 4801 TRACTION MOTORS-REBUILD, MET to those achieved through remanufacturing of locomotives. This This project funds the overhaul of traction motors and traction project also includes the purchase of spare parts. alternators for locomotives. This project also involves the overhaul of auxiliary generators and head-end-power alternators. The overhauled PE 4464 LOCOMOTIVE GENSET SWITCHERS, MET equipment will be used on locomotives operated on railroads either Metra is installing generator sets (GenSets) on two of its switch owned or operated by Metra. These traction motors and alternators were locomotives (numbers NIRC 6 & NIRC 7) operating on Metra’s originally placed in service between 1974 and 2003. These motors are Milwaukee District (MWD). These switch engines are used mainly showing signs of deterioration. A basic overhaul is required to return at Western Avenue Yard to add and/or remove cars from train sets, these motors to an acceptable level of performance. transfer train sets between the yard and Chicago Union Station and transfer equipment between operating districts. In addition, these PE 4806 LOCOMOTIVE MID LIFE REHAB, MET locomotives are used in train service on the Milwaukee District This project is for the mid-life rehabilitation of up to ten locomotives that during the construction season. are among those purchased in the early 1990s as part of a purchase of 30 F40PHM2 model locomotives using State of Illinois Bond funds. This rehabilitation will enable these locomotives to reach their useful life of 25 years with a minimum of maintenance on major components.

50 PE 4510 BUDD CAR REHAB, MET the remaining commuter rail cars built by with a separate engine/generator set for This project involves the life-extending Morrison-Knudsen/Amerail not rehabilitated hotel power. This will save fuel and reduce rehabilitation of 41 commuter rail cars. This by one of the preceding Amerail car rehab emissions. This project has been funded is the fourth year of a multi-year project. projects. This is the next-to-last phase of this partially under the FTA’s Transit Investment These cars have not undergone any type of project. These cars have not undergone any for Greenhouse Gas and Energy Reduction programmed rehabilitation since 1992. In type of programmed overhaul prior to this (TIGGER) Program. FY2014 Federal Formula 2013, they will have been in service 21 to 23 project. These cars were built between 1996 funds will be used to complete this project. years since the last rehabilitation. The FTA and 1997 by the Morrison Knudsen or Amerail recommends a life extending rehabilitation Company. They will be 17 to 18 years old prior PE 4711 HOTEL POWER MODIFICATION be completed when the car is 25 years of to rehabilitation under this project, and their (12 MPI LOCO), MET age. major components are beginning to wear out. This project will modify 12 MP36 locomotives by replacing the main engine driven PE 4604 CAR REHAB AMERAIL RAIL (P4), PE 4602 HOTEL POWER MODIFICATION, generator–inverter combination that MET MET provides hotel power for the train consist The goal of this project (Phase IV) and This project will modify five MP36 passenger with a separate engine/generator set for the projects/phases that are to follow in locomotives currently assigned to service on hotel power. The locomotives are currently subsequent years is to complete the mid- the BNSF. The project will replace the main assigned to service on the RID and MWD life rehabilitation of all 176 commuter engine driven generator–inverter combination railroad lines. This will save fuel and reduce cars built by Morrison Knudsen/Amerail. that provides hotel power for the train consist emissions. These cars have not undergone any type with a separate engine/generator set for of programmed rehabilitation prior to this hotel power. This will save fuel and reduce PE 4802 LOCOMOTIVE AND CAR project. These cars were built between emissions. IMPROVEMENTS, MET 1996 and 1997 by the Morrison Knudsen or This project involves various improvements Amerail Company. They will be 16 to 19 years PE 4605 HOTEL POWER MODIFICATION, to diesel-hauled and electric commuter old prior to rehabilitation under this project. MET cars, as well as locomotives. These are This project will modify ten MP36 locomotives improvements that may not be identified PE 4704 CAR REHAB AMERAIL (P5), MET currently assigned to service on the RID and until the start of a major rehabilitation This project involves the upgrading and MWD lines. The project will replace the main project, or even during routine maintenance rehabilitation (mid-life overhaul) of 30 of engine driven generator–inverter combination or inspection, depending upon what is that provides hotel power for the train consist found when the vehicle is dismantled for

51 Track and Structure

PE 4815 TIES AND BALLAST, BNS

rehabilitation. The improvements also include PE 4803 WHEEL REPLACEMENT, MET PE 4817 TIES AND BALLAST, MWD items that were not required by federal or This project will implement the FRA- PE 4818 TIES AND BALLAST, RID state law at the time the improvements were mandated replacement of wheel sets on PE 4819 TIES AND BALLAST, UPR engineered, but did become a requirement Metra’s fleet of locomotives and commuter before construction began. PE 4812 TIES AND BALLAST, MED cars. The replaced wheels will be used on These projects consist of the replacement vehicles being operated on all carriers of cross ties, switch ties and ballast. In order PE 4805 EVENT RECORDERS, MET and railroads in the Metra system as part to maintain proper track gauge and surface, This project involves the replacement of of an ongoing program to overhaul major it is necessary to replace ties and ballast the event recorders on Metra’s locomotives, components on Metra’s fleet. Compliance periodically. This improves the riding quality EMUs (Highliner Cars), and cab control cars with FRA rules and regulations is an of the trains and reduces the incidence of slow with a completely digital recording system operational requirement for our railroad. orders, which adversely affect adherence to that will make them less prone to failure in train schedules. These projects represent part the event of an accident. The new technology PE 4807 HVAC REFRIGERANT of an ongoing program to replace ties and will allow recording at a faster frame rate and CONVERSION, MET ballast throughout the commuter territory. higher resolution, allowing slowing down the This project involves the conversion of recording to less than real time rates without the air-conditioning units from the R22 PE 4821 RAIL GRINDING, MET distortion, blurring, or loss of resolution. refrigerant to a more environmentally- friendly R407C refrigerant on Metra’s PE 4822 RAIL GRINDING, UPR PE 4705 EMERGENCY LIGHTING LOW- bi-level commuter cars. This work will be These projects consist of on-site grinding LEVEL MARKING, MET done on all cab cars, trailers and EMUs. The of rail that has been recently installed at This project involves the upgrading of the work involves replacing the AC system and various locations. This includes second-hand current emergency lighting system on all replacing the temperature control systems. rail, corrugated rail and in-track welded rail. cab cars and trailers with low-level pathway The HVAC system provides heating and Grinding removes mill scale and corrects lighting, as required by FRA regulations. The cooling to the car’s interior. irregularities from field and plant welding. new emergency lighting will employ LEDs Corrugation reduces the useful life of the rail which use significantly less power and last far and accelerates the deterioration of the rolling longer than existing lighting. stock. Grinding creates a uniform rail profile and prevents corrugation.

52 PE 4825 UNDERCUTTING & SURFACING, PE 4823 CROSSINGS (ROAD & TRACK) MET switch machines and the replacement of MET PE 4826 UNDERCUTTING & SURFACING, turnouts. The high density of freight and PE 4824 CROSSINGS (ROAD & TRACK), UPR commuter traffic, including extensive MWD Track undercutting provides for the removal express service, requires close monitoring PE 4834 CROSSINGS (ROAD & TRACK), of all fouled track ballast, which is then and periodic replacement of switches and UPR cleaned and returned to the track bed. The switch machines. Turnouts must be inspected These projects provide for the renewal of rail- major functions of ballast are to hold ties and replaced frequently to protect against highway grade crossings at various locations in place, prevent lateral deflections of the derailment. While minor defects in switch on the Metra commuter lines, the Milwaukee rail and distribute track loading. When the points and turnouts can be remedied with District, and the Union Pacific Commuter ballast is fouled, the load spreading capability field welding, replacement over time is Lines. The specific crossings to be renewed is lost. Soggy ballast also freezes in winter, required to ensure reliable operations. will be based on the stage of deterioration causing additional stress on the rail and tie at each crossing. The work will include, but systems. Undercutting is necessary when the PE 4828 RAIL, MWD not be limited to, replacement of cross ties, ballast section has become so contaminated This project provides for the replacement crossing material, and ballast, as well as the that normal ballasting and surfacing will of rail on the Metra Milwaukee District line. surfacing of the track. no longer hold a proper track surface. The Specific locations are to be determined. In results of undercutting are a smooth, the course of installing the rail, a portion of PE 4829 CATENARY STRUCTURE REHAB, well-aligned track surface, extended tie the ties, ballast, and other track material is MED and ballast life and reduced ongoing typically replaced as well. Rail replacement This project involves the ongoing maintenance expense. assures continued safe operations, reduces rehabilitation of various catenary structures maintenance costs and provides a smoother, on all three Metra Electric District sub- PE 4827 RAIL AND SWITCHES, BNS quieter ride for commuters. districts. The work depends on the results of This project will provide for the installation of condition assessments and the availability of rail and switches on the BNSF commuter line. PE 4820 RAIL, NCS track time to the rehabilitation. Work consists The project also includes the renewal of This project consists of the installation of of rehabilitating structural steel, walkways switch points at various locations along rail, ties and ballast, undercutting, and other and concrete foundation pedestals. the BNSF railroad, the replacement of capital improvements on the North Central Service (NCS) commuter rail line.

53 PE 4832 ROW FENCING, MET PE 4831 BRIDGE UPGRADES, MWD PE 4848 ROW FENCING, UPR This project will be for improvements of bridges and culverts on the Milwaukee District North and West Lines. These improvements can This project consists of the materials and labor necessary to erect include such rehabilitation items as timber wing walls and fencing, fencing along the railroad right-of-way on the Union Pacific commuter cracked bearing blocks and cracked bridge seats on abutments. rail lines. Specific locations are determined based on field conditions Specific improvements will be determined based on a survey of field and are subject to change in the course of consultation with local conditions. officials.

PE 2112 NORTH LINE BRIDGES, UPR PE 4838 BRIDGE AND RETAINING WALL REHABILITATION, BNS This project includes the replacement of 22 bridges on the Union This project will provide for the rehabilitation of retaining walls on the Pacific North Line in Chicago, from Fullerton Avenue on the south end BNSF commuter line. Retaining wall sections at intermittent locations to Balmoral Avenue on the north end. These bridges are more than 100 along the right-of-way will be rehabilitated. This work typically includes years old. They are showing signs of increased deterioration and have complete reconstruction with steel sheet piling, concrete panels reached the end of their useful life. These bridges cannot be repaired or bin wall to prevent retaining wall deterioration that can result in economically and must be replaced in order to provide uninterrupted destabilization of the roadbed and in turn lead to track shifting. commuter service. Phase 2 will be for design and construction of the bridges south of Addison Street to Fullerton Avenue. PE 4837 BRIDGE IMPROVEMENTS, UPR PE 4836 BRIDGE IMPROVEMENTS, MET PE 4740 MIDLOTHIAN EMBANKMENTS, RID PE 4839 BRIDGE IMPROVEMENTS, MWD This project is for the embankment stabilization along Midlothian These projects fund the improvement of bridges along the BNSF Creek from milepost 17.9 to milepost 19.5 on the Rock Island District. Railway, the Milwaukee District and the Union Pacific commuter rail The rehabilitation of the embankment will prevent localized areas of lines. These improvements can include such rehabilitation items as erosion. During high water events, the stability of the tracks can be timber wing walls and fencing, cracked bearing blocks and cracked compromised because of embankment erosion. bridge seats on abutments. Specific improvements will be determined based on a survey of field conditions.

54 Signal, Electrical and Communications

PE 3446 FIBER OPTIC CABLE, BNS PE 4254 TRACTION POWER SYSTEM PE 2938 A-5 INTERLOCKER RENEWAL This project consists of the installation of AUGMENTATION, MED This project consists of the modernization fiber optic cable at various locations along This project consists of converting four tie and upgrade of the A-5 interlocker at Pacific the BNSF railroad. This cable will be used stations into electrical substations with Junction in Chicago. This is the point where along with Vital Harmon Logic Controllers to substantially greater power, and installing the Milwaukee District main line diverges into provide a signal communications and control a new prefabricated substation at 31st the West and North lines. Under this project, system for interlockings and crossings. This Street. The tie stations will be converted signal system components will be replaced. project also includes the installation of Illinois to substations by adding 12 kilovolt (KV) The interlocker control will be upgraded to a Commerce Commission (ICC) mandated switchgear, transformers and rectifiers. solid state system. Additionally, the control constant warning time equipment at several The new equipment will be housed in point will be shifted from the A-5 Tower to grade crossings. In addition, the signals for prefabricated metal buildings. With these Metra’s Consolidated Control Facility (CCF). Positive Train Control (PTC) will be upgraded improvements, Metra’s new Electric District by inclusion of radios and transponders. Highliner cars will possess the electrical PE 3337 LAKE STREET INTERLOCKER, power required to accelerate faster and UPR PE 4744 PROTECTIVE RELAY provide sufficient traction power to allow This project consists of the modernization REPLACEMENT, MED them to increase their maximum operating and upgrading of the Lake Street This project will replace the protective relay speed. interlocker, at the north end of the Ogilvie at all traction power substations. They will be Transportation Center (OTC). It will replace replaced by electronic relays that are more PE 4855 SIGNAL INFRASTRUCTURE, MET track, track bed, switches, switch machines, reliable than the existing mechanical relays. This project will replace various signal switch heaters, dwarf signals and signal cable The protective relay system protects the local infrastructures such as junction boxes, for the remaining facilities. In the future, the breakers at these locations. electrical cabinets, wiring, LED lights, etc. interlocking control machine in Lake Street on an as needed basis when some part Tower will be replaced by modern solid state PE 4850 RECTIFIER REPLACEMENT, of the signal system is determined to be equipment. MED substandard upon inspection or failure. This project is for the replacement of the A large portion of Metra’s signal system rectifiers at the Cheltenham Substation. The infrastructure in the field has become rectifiers are 35 years old and they have long obsolete. It is also affected by the extremes exceeded their useful life. Replacement parts of weather common to the Chicago region. are not available.

55 PE 3241 LAKE STREET INTERLOCKER, PE 4842 16TH STREET SIGNAL, RID PE 4645 AC SWITCHES REPLACEMENT, MET This project will replace the 16th Street MED This project consists of the modernization and interlocking with a modern solid state This project involves replacing several motor- upgrading of outmoded electro-mechanical automated electronic system. The 16th operated switches used to sectionalize the facilities at the south end of Chicago Union Street interlocking is an obsolete manual 4 KV overhead electrical power line. The Station (CUS). The project will include, but interlocking consisting of two outdated existing switches are worn out and must be not be limited to, three interlocker locations: hand lever machines built in 1901 and 1929. replaced as parts are very difficult to obtain. Harrison Street, Taylor Street, and Roosevelt There are no manufacturers of spare or Road as well as the platform area on the south replacement equipment for lever machines. PE 4562 TELEPHONE SYSTEM side of CUS. It will also include, but not be If the interlocking goes down it will be very REPLACEMENT, MET limited to, new rail, ties and ballast as needed. difficult and time-consuming to rebuild the This project will replace the entire Metra The cost of the project will be shared by Metra parts for repair. telephone system, which was last upgraded and Amtrak. in 1999 under PE 2946. The new system PE 4343 POSITIVE TRAIN CONTROL, MET will be capable of high-speed digital voice PE 4552 A-2 INTERLOCKER, MWD, UPR This project consists of the development and and data communications. The project will This project consists of the rehabilitation installation of a federally mandated Positive provide computer hardware and software or rebuilding of signal equipment and the Train Control (PTC) system that integrates upgrades. The current system uses outdated replacement of track at or immediately new technology with existing train control software and an obsolete operating system. adjacent to the A-2 interlocker at Western and operating systems to enhance train The current manufacturer/vendor of this Avenue on the Milwaukee District West and operations. This system will help prevent system has notified Metra it will not provide North railroad lines and adjacent to the Union track authority violations, speed limit support for this system much longer. Pacific Railroad California Avenue yard. This violations and unauthorized entry into work will include the rebuilding of air-powered zones. The system will monitor and ensure switch machines, changing relays, replacing the train crew’s compliance with all operating cable in the control tower, rewiring the control instructions, while a screen-based display machine and various rail improvements such will provide the train crew with additional as replacing the rail and plates on frogs and operating information. The system will also switches. In addition, ties will be replaced as query wayside devices for broken rails, proper needed and the track will be surfaced. switch alignment and signal aspects in real time to provide improved train operation.

56 Facilities and Equipment

PE 4564 MICROWAVE SYSTEM PE 4865 RIGHT OF WAY EQUIPMENT PE 4853 YARD IMPROVEMENTS, BNS (ENG), MET REPLACEMENT, MET PE 4876 YARD IMPROVEMENTS, MWD This project is part of an effort to replace and PE 4868 EQUIPMENT & VEHICLES – PE 4872 YARD IMPROVEMENTS, RID upgrade Metra’s microwave communications MECHANICAL, MET PE 4874 YARD IMPROVEMENTS, MED system, which provides voice and data This project provides for the purchase and transmissions throughout Metra’s territory. rehabilitation of vehicles and equipment PE 4873 YARD IMPROVEMENTS, MET The project will increase the number of to be utilized by Metra’s Mechanical and PE 4875 YARD IMPROVEMENTS, UPR channels that contain information and make Engineering Departments. The vehicles and These projects involve various upgrades to new features available such as voice over equipment purchased will replace various improve the effectiveness and efficiency internet protocol. Prior to procurement, pieces of obsolete or inadequate support of train yards (and yard equipment) on the Metra’s specifications for microwaves vehicles and equipment used to help service Rock Island, Metra Electric, Union Pacific will be upgraded to incorporate the latest and maintain Metra’s fleet at the various North and Northwest, BNSF and Milwaukee improvements in radio communications yards. This includes but is not limited to Districts. Work may include platforms, sand technology. supervisory vehicles for supervision of dispensing towers, fueling facilities and track field work, small pickup trucks, various work in the yards. PE 4757 MILLENNIUM LIFE SECURITY, forklift trucks and car movers. The existing MED equipment has surpassed its useful life. PE 4159 CREW FACILITIES, UPR This project involves installing walkways, This project will provide funding for updating stairways, pedestrian ramps, and hydraulic PE 4866 EQUIPMENT – OFFICE, MET and rehabilitating facilities for crews emergency doors and exit signs at Millennium This project involves the purchase of new and other railroad personnel involved in Station. This equipment will allow for proper and replacement support equipment for operating and servicing the commuter rail egress from the station and minimize danger use throughout the Metra system. Obsolete service. from smoke and fumes in the event of a support equipment needs to be replaced in fire. While Millennium Station has adequate order to increase productivity and efficiency PE 4849 IT COMPONENTS & SERVICES, exit signs to direct commuters to egress and decrease repair costs. Such equipment MET the station for most exits, the South Shore can include general office equipment, This project covers a systems upgrade for Station level does not have this and has only copiers, personal computers, servers, information technology infrastructure at one exit leading to Millennium Park. mainframe processors, peripheral equipment, Metra headquarters to be integrated with the printers and network devices. financial system replacement and upgrade.

57 Stations and Parking

PE 4852 FINANCIAL SYSTEMS PE 4867 ADA PLATFORMS & RAMPS, MET PE 4880 AUBURN PARK NEW STATION, RID REPLACEMENT, MET This project is part of Metra’s ongoing effort to This project will construct a new station facility This project will provide funding for Metra bring commuter rail stations into compliance at Auburn Park on the Rock Island District. to implement an Enterprise Resource with the requirements of the Americans with The station will adhere to the standards of the Planning (ERP) system that will be Disabilities Act (ADA) of 1990. This project Americans with Disabilities Act and Metra’s compliant with current financial system identifies, at each key station, the specific station design guidelines. Work to be done “best practices”. This system will: support work that will be done to bring the key stations includes platform improvements, sheltered electronic data interchange; is fully into compliance. At these stations, existing passenger warming facilities, retaining wall extensible and upgradeable; use integrated platforms will be rehabilitated in order to allow improvements and signage improvements. highly flexible analytical reporting tools deteriorated tactile surfaces to be replaced and; support microcomputer/network with the ADA-compliant “truncated dome” based software productivity tools. type surfaces. The work will include, but is not PE 4880 STATION FACILITY IMPROVEMENTS limited to, rehabilitation of stations. This project element includes, but is not limited to, the replacement and/or rehabilitation PE 4784 VAN BUREN ST STATION, MED of station platforms, new lighting, and rehabilitation of access stairs, stair enclosures, This project will include rehabilitation of the shelters, and repair of warming shelters. Work Van Buren Street station, a major downtown to be done may also include gatehouse/head facility. Work to be done includes improvements house rehabilitation, replacement of leaking to structure, access tunnel, stairs, elevators and roofs, replacement of ceilings, and installation related facilities. of new lighting, and other related work.

PE 4878 WEST CHICAGO STATION, UPR PE 4870 STATION FACILITY IMPROVEMENTS This project involves the rehabilitation of the This project element includes, but is not West Chicago Station facility. Work to be done limited to, the replacement of station facility may include, but is not limited to, rehabilitation identifier and information signs, replacement of the access tunnels, stairs, ramps, waiting and/or rehabilitation of station platforms, new room, platforms, lighting, retaining wall lighting, and rehabilitation of access stairs, stair improvements and painting. enclosures, shelters, and repair of warming shelters.

58 Support Activities

PE 4889 HOMELAND SECURITY, MET the projects in those grants. This includes as consultant engineers provide support only those labor, fringe and overhead costs to capital projects. The associated This project provides for the further covered by Metra’s cost allocation plan. professional consultant services include expansion of security throughout Metra’s Examples of the types of activities associated design engineering and/or construction operating territory for the benefit of our with the administration of capital grants management in the areas of civil, passengers. This project also enhances the are budget revisions, requisitions, quarterly structural, electrical, mechanical, signal, ability for Metra to secure its assets from the reports and reconciliation of expenses communications and environmental threat of domestic or international terrorism. done at project closeout. Metra funds engineering. Funding will be provided by U.S. Department associated with capital grant administration of Homeland Security. are recognized as capitalized costs under PE 4896 UNANTICIPATED CAPITAL, MET Generally Accepted Accounting Principles This project is a reserve of funds available PE 4495 ENGINEERING ASSET (GAAP). for capital projects that arise throughout the MANAGEMENT, MET year. Federal grant funds and other grant This project funds the initial phases of a PE 4899 CONTINGENCIES, MET monies nearly always require local matching comprehensive asset assessment. This phase funds. Having the local match available will This project will fund both emergencies will primarily inventory the age and condition allow Metra to better leverage federal funds and unanticipated capital needs that arise of capital assets generally categorized by when grant opportunities become available. throughout the course of the program year. rolling stock; track and structure; signal, This project will also allow Metra to fully fund Items covered under this project require electrical and communications equipment; capital projects out of Metra dollars. immediate attention and cannot wait for facilities and equipment; and stations and inclusion in the budget for the forthcoming parking facilities throughout the system. PE 4796 LOCALLY FUNDED PROJECTS/ program year. Contingencies are necessary Within each category, there are several asset MATCH, MET to fund emergency and other activities to types for which condition rating/useful life Metra fare box capital funds to be used to prevent project and service delays. standards will be assessed and actual age will fund projects locally and to provide local be recorded. The resulting data will assist in “matching” funds for alternate funding sources in order to supplement and advance capital project prioritization decisions. PE 4894 INFRASTRUCTURE ENGINEERING, MET the system’s capital program needs.

PE 4898 PROJECT ADMINISTRATION, MET This project funds various engineering responsibilities for capital projects. This project funds the activities associated Metra’s Engineering Department as well with the administration of capital grants and

59 60 Exhibit 11 Metra 2014 -2018 Core Capital Program ($ in 000s)

Description 2014 2015 2016 2017 2018 Total Description 2014 2015 2016 2017 2018 Total Rolling Stock Facilities & Equipment Locomotive $139,700 $ 30,257 $ 51,000 $ 49,000 $ 24,239 $ 294,196 Yard Improvements $ 15,600 $ 4,700 $ 4,900 $ 2,000 $ 2,950 $ 30,150 Improvements Building 500 0 900 400 400 2,200 Car Rehabilitation 29,000 23,000 26,300 29,600 40,000 147,900 Improvements MU Car Improvements 0 500 500 500 500 2,000 Equipment and 5,750 7,015 6,410 3,650 6,330 29,155 Vehicles Fleet Component 15,110 10,445 7,024 7,130 3,800 43,509 Overhaul Financial Systems 5,000 5,000 1,000 10,000 5,000 26,000 Replacement HVAC Refrigerant 1,500 2,000 2,000 2,000 2,000 9,500 Conversion Sub-Total $ 26,850 $ 16,715 $ 13,210 $ 16,050 $ 14,680 $ 87,505 Sub-Total $185,310 $ 66,202 $ 86,824 $ 88,230 $ 70,539 $497,105 Stations & Parking Track & Structure Stations & Parking $ 47,210 $ 5,250 $ 5,250 $ 6,250 $ 4,500 $ 68,460 Ties and Ballast $ 8,672 $ 5,500 $ 3,650 $ 5,670 $ 6,500 $ 29,992 Community Initiatives 6,000 4,850 500 1,500 1,000 13,850 Rail 3,120 4,355 4,350 4,840 6,335 23,000 Sub-Total $ 53,210 $ 10,100 $ 5,750 $ 7,750 $ 5,500 $ 82,310 Crossings (Road and 2,000 1,825 2,825 4,395 3,825 14,870 Support Activities Track) Homeland Security $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 25,000 Bridges 111,265 15,900 17,150 16,400 21,900 82,615 Technical Studies 6,000 4,000 5,000 3,000 13,000 31,000 Retaining Wall 2,900 5,000 5,000 4,200 5,200 22,300 Rehabilitation Project Administration 400 800 800 800 1,000 3,800 Structural Upgrades 500 1,000 1,500 1,500 850 5,350 Locally Funded 2,000 0 1,653 3,580 5,283 12,516 Projects Sub-Total $ 128,457 $ 33,580 $ 34,475 $ 37,005 $ 44,610 $ 278,127 Contingencies 800 400 800 800 1,000 3,800 Signal, Electrical & Communications Unanticipated Capital 1,000 1,250 2,000 2,000 2,000 8,250 Signal System $ 4,300 $ 16,000 $ 11,000 $ 750 $ 6,000 $ 38,050 $ 15,200 $ 11,450 $ 15,253 $ 15,180 $ 27,283 $ 84,366 Upgrades Sub-Total $580,697 $172,297 $182,462 $183,215 $184,962 $1,303,633 Interlockings 7,900 13,500 13,500 12,500 13,000 60,400 Grand Total Electrical System 8,970 3,500 2,450 5,750 3,250 23,920 *2014 Program Includes $45 Million RTA State of Good Repair Bond Funding Improvements and $371.4 Million in State of Illinois Bond Funding Communications 2,500 1,250 0 0 100 3,850 Improvements Positive Train Control 148,000 0 0 0 0 148,000 Sub-Total $ 171,670 $ 34,250 $ 26,950 $ 19,000 $ 22,350 $ 272,220

61 Exhibit 12 Metra 2014 -2018 Capital Program Core and State of Illinois Bond Programs ($ in 000s)

Description Core Program State Bond Description Core Program State Bond Program Program 2014 2015-2018 2010 to 2014 2014 2015-2018 2010 to 2014 Rolling Stock Facilities & Equipment Highliner Car Replacement $ 0 $ 0 $ 585,100 Yard Improvements $ 7,760 $ 14,550 $ 14,990 Tier III Locomotives 0 0 120,700 Building Improvements 500 1,700 0 Locomotive Improvements 19,000 154,496 0 Equipment and Vehicles 5,750 23,405 0 Car Rehabilitation 29,000 118,900 0 Financial Systems Replacement 5,000 21,000 0 MU Car Improvements 0 2,000 0 Sub-Total $ 19,010 $ 60,655 $ 14,990 Fleet Component Overhaul 15,110 28,397 0 Stations & Parking HVAC Refrigerant Conversion 1,500 8,000 0 Stations and Parking $ 6,350 $ 21,250 $ 119,730 Sub-Total $ 64,610 $ 311,795 $ 705,800 Community Initiatives 6,000 7,850 0 Track & Structure Sub-total $ 12,350 $ 29,100 $ 119,730 Ties and Ballast $ 8,672 $ 21,320 $ 0 Support Activities Rail 3,120 19,880 0 Homeland Security $ 5,000 $ 20,000 $ 0 CREATE 0 0 0 Technical Studies 6,000 25,000 0 Crossings (Road and Track) 2,000 12,870 0 Project Administration 400 3,400 0 Bridges 11,265 71,350 112,000 Locally Funded Projects 2,000 10,516 0 Retaining Wall Rehab 2,900 19,400 0 Contingencies 800 3,000 0 Structural Upgrades 500 4,850 0 Unanticipated Capital 4,000 7,250 0 Sub-Total $ 28,457 $ 149,670 $ 112,000 Sub-Total $ 15,200 $ 69,166 $ 0 Signal, Electrical & Communications Grand Total $209,297 $722,936 $1,100,700 Signal System Upgrades $ 4,300 $ 33,750 $ 0 Note: Core Program Includes $45 Million RTA State of Good Repair Bond Funding Interlockings 7,900 52,500 0 Electrical System Improvements 8,970 14,950 0 Communications Improvements 2,500 1,350 0 Wi-Fi On Trains 0 0 2,180 Positive Train Control 46,000 0 146,000 Sub-Total $ 69,670 $ 102,550 $ 148,180

62 Exhibit 13 Metra State of Illinois Capital Bond Program (in $ millions)

Capital Assets 2010 2011 2012 2013 2014 2010-2014 Total Tier III Locomotives $0.0 $0.0 $0.0 $0.0 $120.7 $120.7 Highliner Cars Replacement, 118.8 466.3 0.0 0.0 0.0 585.1 MED (160) Renew Bridges 0.0 0.0 0.0 12.0 100.0 112.0 Positive Train Control 0.0 0.0 0.0 44.0 102.0 146.0 Yard Improvements 0.0 0.0 0.0 7.2 7.8 15.0 Stations 38.2 0.0 0.0 40.6 40.9 119.7 WI-FI On Trains 0.0 0.0 0.0 2.2 0.0 2.2 Total Bond Program $157.0 $466.3 $0.0 $106.0 $371.4 $1,100.7 Note: Use of Bond funding is subject to the release of funds and prioritizing of projects by the State of Illinois in order to meet cash flow requirements

Exhibit 14 Exhibit 15 Metra Metra State of Illinois State of Illinois Jobs Now Program Request Jump Start Program Request (in $ millions) (in $ millions)

Capital Assets Jobs Now State Bond Capital Assets Jump Start Metra Future Total PTC $42.0 State Bond Federal Funds Yards 7.8 Phase II UP Bridge (Stage II) $100.0 $35.0 $135.0 Stations/Parking 30.9 PTC 60.0 0.0 60.0 Total $80.7 24 Tier III Locos 120.7 11.3 132.0 Auburn Park - 79th St Station 10.0 0.0 10.0 Total $290.7 $46.3 $337.0

63 Exhibit 16 Metra Stations State Bond Program ($ in millions)

Station Rail Line $ Total Design Construct. Notes Starts Starts Naperville BNSF $1.7 NA 2011 Complete Flossmoor MED 5.0 NA 2014 Cicero BNSF 6.5 NA 2013 Hazel Crest MED 5.0 2013 2015 Elmhurst Deck UP-W 2.5 NA 2010 Complete Geneva Deck UP-W 3.5 NA 2014 Fox River Grove UP-NW 2.0 NA 2013 Complete New Auburn Park Station RID 21.5 2013-14 2015-16 Pending release of state bond funds. New Peterson/Ridge Station UP-N 5.0 2013 2014 Burr Oak MED-BI 0.6 2014 2014 115th Street RID-BI 9.0 2015 2016 Pending release of state bond funds. 91st Street MED 9.0 2015 2016 Pending release of state bond funds. 63rd Street MED 1.0 2014 2014-15 Calumet MED 5.5 NA 2015 River Forest UP-W 6.0 2014 2015 Pending release of state bond funds. 59th Street MED 8.0 2014 2015 Healy MWD-N 5.0 2013 2014 Hickory Creek RID 4.0 2014 2015 Pending release of state bond funds. Downers Grove Main St. BNSF 4.0 2014 2014 New Romeoville Station HC 2.0 2014 2015 Cumberland UP-NW 1.8 2014 2014-15 Pending release of state bond funds. Hubbard Woods UP-N 6.9 2014 2015 Pending release of state bond funds. Ashland Avenue MED-BI 0.6 2015 2015 Pending release of state bond funds. Racine Avenue MED-BI 0.6 2014 2014 Blue Island Vermont St. RID 1.3 2014 2014-15 Mayfair MWD-N 0.9 2014 2014 Grayland MWD-N 0.8 2014 2014 Total $119.7 Total 2010 Bond $ Received $38.2 Total 2013 Bond $ Received $40.6 Total Remaining $40.9 64 Exhibit 17 Metra Physical Description

Accessible Number of Stations Rolling Stock Stations Carrier Line Location of Outlying Downtown Illinois Out of Total Partial Full Loco- Trailer Cab Electric Track Route Terminal Terminal State motives Cars Cars Propelled Miles Miles BNSF Railway Aurora, IL (Kane Co.) CUS 25 0 25 5 13 26 117 53 0 144.0 37.5 Union Pacific North Line Kenosha, WI OTC 24 1 25 1 20 107.5 51.6 (Kenosha Co.) Northwest Line Harvard, IL OTC 21 0 21 2 16 161.1 63.1 (McHenry Co.) McHenry Br. McHenry, IL OTC 1 0 1 1 0 8.0 7.4 (McHenry Co.) West Line Elburn, IL (Kane Co.) OTC 18 0 18 3 13 144.2 43.6 Total 64 1 65 7 49 55 260 73 0 418.2 162.3 Electric Main Line University Park, IL Millennium 32 0 32 0 13 86.0 31.5 District (Will Co.) Blue Island Br. Blue Island, IL Millennium 7 0 7 0 1 5.0 4.4 (Cook Co.) South Chicago Chicago, IL Millennium 8 0 8 0 7 11.3 4.7 B r. (Cook Co.) Total 47 0 47 0 21 0 0 0 181 102.3 40.6 Heritage Corridor Joliet, IL (Will Co.) CUS 5 0 5 0 4 5 6 7 0 78.0 37.2 Milwaukee North Line Fox Lake, IL (Lake Co.) CUS 20 0 20 3 14 97.0 49.5 District West Line Elgin, IL (Kane Co.) CUS 21 0 21 0 20 102.8 39.8 Total 41 0 41 3 34 32 74 76 0 186.4 83.9 North Central Service Antioch, IL (Lake Co.) CUS 15 0 15 0 15 6 15 15 0 85.0 52.8 SouthWest Service Manhattan, IL (Will Co.) CUS 12 0 12 0 12 5 25 7 0 59.3 40.8 Rock Island Main Line Joliet, IL (Will Co.) LaSalle 14 0 14 2 11 84.0 40.2 District Beverly Br. Blue Island, IL LaSalle 12 0 12 5 5 13.3 6.6 (Cook Co.) Total 26 0 26 7 16 17 63 46 0 97.1 46.8 Downtown Stations 5 0 5 0 5 System Totals* 240 1 241 22 169 146 560 277 181 1,155.1 487.7

*South Shore (NICTD) is not included; CUS = Chicago Union Station; OTC = Ogilvie Transportation Center

65 Exhibit 18 Metra Operating & Service Characteristics as of 2013

Train Car Average Scheduled Speeds On-Time Performance Miles Miles Revenue Trains Weekday Weekday Weekend/ 2012 Jan-Jun13 Carrier Line Weekday Sat Sun/Hol Jul12-Jun13 Jul12-Jun13 Peak Off-Peak Holiday Average Average BNSF Railway 94 28 18 943,965 6,946,407 35.0 30.6 28.0 96.0% 93.7% Union Pacific North 70 26 18 755,741 4,331,242 30.4 28.9 30.2 96.4% 96.7% Northwest 65 24 15 938,387 6,249,496 33.9 32.7 34.0 96.3% 94.6% West 59 20 18 697,633 4,727,318 32.0 30.9 30.6 95.3% 94.5% Total 194 70 51 2,391,761 15,308,056 96.0% 95.3% Electric District Main Line 79 46 20 726,539 3,784,575 23.7 21.9 21.9 96.5% 98.0% Blue Island 37 30 0 156,515 512,781 32.1 27.8 28.2 98.3% 98.8% So Chicago 54 48 20 228,665 896,273 20.2 20.0 20.5 97.9% 98.5% Total 170 124 40 1,111,719 5,193,629 97.3% 98.3% Heritage Corridor 6 0 0 56,771 264,755 34.3 -- -- 95.6% 95.9% Milwaukee District North 60 24 20 764,798 4,694,203 32.2 30.3 31.1 93.8% 93.8% West 58 24 18 658,831 4,509,879 29.6 29.3 29.0 94.7% 94.6% Total 118 48 38 1,423,629 9,204,082 94.2% 94.2% North Central Service 22 0 0 294,013 1,309,330 34.2 33.9 -- 92.4% 92.4% SouthWest Service 30 6 0 242,472 1,769,169 27.0 27.4 28.8 94.8% 95.5% Rock Island District 69 20 16 698,379 4,997,458 29.5 29.7 29.0 95.3% 95.6% System Totals/Averages* 703 296 163 7,162,709 44,992,886 31.5 29.7 29.7 95.8% 95.6%

*South Shore (NICTD) is not included.

66 Exhibit 19 2014 -2016 Forecasted Ridership and Vehicle Miles

2012 Actual 2013 Projected* 2014 Forecast 2015 Forecast 2016 Forecast Passenger Trips 1 BNSF Railway 16,360,000 16,434,000 16,648,000 16,898,000 17,151,000 Union Pacific 28,090,000 28,395,000 28,765,000 29,196,000 29,634,000 Electric District 9,673,000 9,558,000 9,683,000 9,828,000 9,975,000 Heritage Corridor 683,000 688,000 697,000 708,000 718,000 Milwaukee District 13,753,000 13,811,000 13,991,000 14,201,000 14,414,000 North Central Service 1,690,000 1,669,000 1,691,000 1,716,000 1,742,000 SouthWest Service 2,531,000 2,559,000 2,593,000 2,631,000 2,671,000 Rock Island District 8,491,000 8,511,000 8,622,000 8,751,000 8,882,000 System Total** 81,270,000 81,627,000 82,689,000 83,929,000 85,188,000 Year-to-Year Change 0.4% 1.3% 1.5% 1.5% Passenger Miles 2 BNSF Railway 383,998,000 385,970,000 390,987,000 396,852,000 402,805,000 Union Pacific 613,376,000 617,648,000 625,678,000 635,063,000 644,589,000 Electric District 186,820,000 183,891,000 186,282,000 189,076,000 191,912,000 Heritage Corridor 19,149,000 19,199,000 19,449,000 19,740,000 20,036,000 * Passenger trips and Milwaukee District 326,388,000 326,561,000 330,806,000 335,768,000 340,805,000 passenger miles based on North Central Service 53,461,000 52,664,000 53,348,000 54,149,000 54,961,000 January-August actuals. SouthWest Service 48,164,000 48,969,000 49,605,000 50,349,000 51,105,000 Revenue car miles based on January-June actuals. Rock Island District 179,891,000 179,416,000 181,749,000 184,475,000 187,242,000 System Total** 1,811,247,000 1,814,318,000 1,837,904,000 1,865,472,000 1,893,455,000 ** South Shore (NICTD) is not Year-to-Year Change 0.2% 1.3% 1.5% 1.5% included.

Revenue Car Miles 1 Based on Ticket Sales and BNSF Railway 6,296,000 6,325,000 6,360,000 6,360,000 6,367,000 Free Trips. Union Pacific 14,913,000 15,050,000 15,142,000 15,142,000 15,162,000 2 Based on Ticket Sales but Electric District 4,865,000 4,897,000 4,918,000 4,918,000 4,928,000 does not include Free Trips. Heritage Corridor 266,000 270,000 273,000 273,000 273,000 Milwaukee District 8,985,000 9,071,000 9,116,000 9,116,000 9,129,000 Note: Columns may not add North Central Service 1,311,000 1,326,000 1,338,000 1,338,000 1,338,000 exactly to System Totals due to rounding. SouthWest Service 1,773,000 1,815,000 1,840,000 1,840,000 1,842,000 Rock Island District 4,693,000 4,736,000 4,762,000 4,762,000 4,767,000 System Total** 43,102,000 43,490,000 43,748,000 43,748,000 43,805,000 Year-to-Year Change 0.9% 0.6% 0.0% 0.1% 67 Exhibit 20 Metra Commuter Rail Stations by Fare Zone * CUS = Chicago Union Station, # OTC = Ogilvie Transportation Center ZONE BNSF ELECTRIC ELECTRIC ELECTRIC HERITAGE MILWAUKEE NORTH MILWAUKEE WEST (mile post) MAIN LINE BLUE ISLAND S. CHICAGO CUS* 0.0 Millennium 0.0 CUS* 0.0 CUS* 0.0 CUS* 0.0 Halsted St 1.8 Van Buren 0.8 Western Ave 2.9 Western Ave 2.9 Western Ave 3.8 Museum 1.4 A Campus/ (0.0-5.0) 11th St 18th St 2.2 McCormick Place 2.7 27th St 3.2 Cicero 7.0 47th St 5.9 Stony Island 9.1 Healy 6.4 Grand/Cicero 6.5 LaVergne 9.1 53rd St 6.5 Bryn Mawr 9.7 Grayland 8.2 Hanson Park 7.7 Berwyn 9.6 56th St 7.0 South Shore 10.3 Mayfair 9.0 Galewood 8.6 Harlem Ave 10.1 59th St 7.4 Windsor Park 10.9 Mars 9.1 B 63rd St 7.9 79th St 11.5 Mont Clare 9.5 (5.1-10.0) 75th St 9.3 83rd St 12.0 79th St 10.0 87th St 12.5 93rd St 13.2 Riverside 11.1 83rd St 10.4 Summit 11.9 Forest Glen 10.2 Elmwood Park 10.2 Hollywood 11.8 87th St 10.9 Edgebrook 11.6 River Grove 11.4 Brookfield 12.3 91st St 11.4 Morton Grove 14.3 Franklin Park 13.2 Congress Park 13.1 95th St 12.0 Mannheim 14.0 C (10.1-15.0) LaGrange Rd 13.8 103rd St 13.0 Stone Ave 14.2 107th St 13.5 111th St 14.0 Kensington 14.5

Western 15.5 Riverdale 17.3 State St 15.6 Willow 17.5 Golf 16.2 Bensenville 17.2 Springs Springs Highlands 16.4 Ivanhoe 18.2 Stewart Ridge 16.0 Glenview 17.4 Wood Dale 19.1 Hinsdale 16.9 147th St 19.0 W. Pullman 16.7 Glen/N.Glenview 18.8 D (15.1-20.0) W. Hinsdale 17.8 Harvey 20.0 Racine Ave 17.0 Clarendon Hills 18.3 Ashland Ave 17.9 Westmont 19.5 Burr Oak 18.4 Blue Island 18.9 Fairview Ave 20.4 Hazel Crest 22.3 Lemont 25.3 Northbrook 21.1 Itasca 21.1 E Main St 21.2 Calumet 22.8 Lake Cook Road 23.0 Medinah 23.0 (20.1-25.0) Belmont 22.6 Homewood 23.5 Deerfield 24.2 Roselle 23.9 Lisle 24.5 Flossmoor 24.9 Naperville 28.5 Olympia Fields 26.6 Lake Forest 28.4 Schaumburg 26.5 F 211th St 27.6 Hanover Park 28.4 (25.1-30.0) Matteson 28.2 Bartlett 30.1 Richton Park 29.3 Route 59 31.6 University Park 31.5 Lockport 32.9 G (30.1-35.0) Aurora 37.5 Joliet 37.2 Libertyville 35.5 National St 36.0 H (35.1-40.0) Prairie Crossing/ 39.2 Elgin 36.6 Libertyville Big Timber 39.8 Grayslake 41.0 I (40.1-45.0) Round Lake 44.0 Long Lake 46.0 J (45.1-50.0) Ingleside 47.8 Fox Lake 49.5 K (50.1-55.0) 68 M (60.1-65.0) NORTH CENTRAL SERVICE ROCK ISLAND MAIN ROCK ISLAND SOUTHWEST SERVICE UNION PACIFIC UNION PACIFIC UNION PACIFIC WEST BRANCH NORTH NORTHWEST CUS* 0.0 LaSalle 0.0 CUS* 0.0 OTC# 0.0 OTC# 0.0 OTC# 0.0 Western Ave 2.9 35th St./”Lou” Jones 3.1 Clybourn 2.9 Clybourn 2.9 Kedzie 3.6

Gresham 9.8 Ravenswood 6.5 Irving Park 7.0 Oak Park 8.5 Rogers Park 9.4 Jefferson Park 9.1 River Forest 9.7 Gladstone Park 10.1

River Grove 11.4 95th St 10.9 Brainerd 10.6 Wrightwood 11.2 Main St 11.0 Norwood Park 11.4 Maywood 10.5 Belmont Ave 13.0 Washington Hts 12.0 91st St 11.3 Ashburn 12.6 Davis St 12.0 Edison Park 12.6 Melrose Park 11.3 Schiller Park 14.8 95th St 11.7 Central St 13.3 Park Ridge 13.5 Bellwood 12.6 99th St 12.3 Wilmette 14.4 Dee Road 15.0 Berkeley 14.3 103rd St 12.8 107th St 13.3 111th St 13.8 115th St 14.3 119th St 14.8 Rosemont 15.6 Vermont St 15.7 123rd St 15.2 Oak Lawn 15.2 Kenilworth 15.2 Des Plaines 17.1 Elmhurst 15.7 O’Hare Transfer 17.1 Robbins 17.2 Prairie St 15.8 Chicago Ridge 16.8 Indian Hill 15.8 Cumberland 18.6 Villa Park 17.8 Midlothian 18.4 Vermont St 16.5 Worth 18.2 Winnetka 16.6 Mt Prospect 20.0 Lombard 19.9 Palos Heights 18.7 Hubbard 17.7 Woods Glencoe 19.2

Prospect Heights 24.0 Oak Forest 20.4 Palos Park 20.3 Braeside 20.5 Arlington 22.8 Glen Ellyn 22.4 Heights Tinley Park 23.5 143rd St 23.6 Ravinia 21.5 Arlington Park 24.4 College Ave 23.8 80th Ave 25.1 153rd St 25.2 Highland Park 23.0 Wheaton 25.0 Highwood 24.5 Wheeling 27.2 Hickory Creek 27.5 179th St 28.9 Fort Sheridan 25.7 Palatine 26.8 Winfield 27.5 Buffalo Grove 29.5 Mokena 29.6 Lake Forest 28.3 West Chicago 29.8

Prairie View 31.6 New Lenox 34.0 Lake Bluff 30.2 Barrington 31.9 Vernon Hills 33.0 Great Lakes 32.2 North Chicago 33.7 Mundelein 36.9 Joliet 40.2 Laraway Road 35.8 Waukegan 35.9 Fox River Grove 37.3 Geneva 35.5 Prairie Crossing/ 40.7 Cary 38.6 Libertyville Washington St 43.9 Manhattan 40.8 Zion 42.1 Pingree Road 41.7 La Fox 40.9 Winthrop 44.5 Crystal Lake 43.2 Elburn 43.6 Harbor Round Lake Beach 45.9 Lake Villa 48.2

Antioch 52.8 Kenosha 51.5 McHenry 50.6 Woodstock 51.6 Harvard 63.1 69 Exhibit 21 Ridership-Related Statistics - July 2012 - June 2013

Passenger Loads (conductor counts) Weekday Average Avg Avg Avg Annual Annual Annual Avg Rev Avg Trip Saturday Sunday Week Passenger Passenger Passenger Per Psngr Length Carrier Line Peak Reverse Midday Evening Total Trips * Miles ** Revenue Trip (miles) BNSF Railway 50,000 4,400 7,000 4,800 66,200 14,100 8,800 353,900 16,325,900 383,000,000 $ 62,614,000 $ 3.84 23.5 Union North 21,600 5,300 4,600 3,100 34,600 10,800 6,600 190,400 9,115,400 156,935,400 31,499,600 3.46 17.2 Pacific Northwest 28,800 2,700 4,700 3,000 39,100 11,500 7,000 214,000 11,021,600 277,850,400 43,586,700 3.95 25.2 West 21,700 1,500 3,300 2,000 28,600 7,300 5,600 155,900 8,079,600 179,193,900 30,468,600 3.77 22.2 Total 72,100 9,500 12,600 8,100 102,300 29,600 19,200 560,300 28,216,600 613,979,700 $ 105,554,900 $ 3.74 21.8 Electric Main Line 20,300 800 3,600 1,600 26,300 6,000 3,300 140,800 8,338,400 168,320,600 $ 29,344,200 $ 3.52 20.2 District Blue Island 1,700 200 300 100 2,300 700 0 12,200 288,900 4,741,800 910,500 3.15 16.4 S. Chicago 3,200 600 1,000 300 5,200 1,900 800 28,700 886,800 10,276,500 1,963,600 2.21 11.6 Total 25,200 1,600 4,900 2,000 33,800 8,600 4,100 181,700 9,514,100 183,338,900 $ 32,218,300 $ 3.39 19.3 Heritage Corridor 2,500 0 0 0 2,500 0 0 12,500 685,400 19,148,900 $ 2,755,400 $ 4.02 27.9 Milwaukee North 14,800 3,100 2,600 1,600 22,200 5,300 3,600 119,900 6,901,100 159,051,100 26,779,300 3.88 23.0 District West 17,700 1,300 2,500 1,300 22,800 5,500 3,600 123,100 6,821,500 165,483,300 26,372,100 3.87 24.3 Total 32,500 4,400 5,100 2,900 45,000 10,800 7,200 243,000 13,722,600 324,534,400 $ 53,151,400 $3.87 23.6 North Central Service 4,600 300 500 200 5,600 0 0 28,000 1,662,600 52,586,800 $ 7,475,000 $ 4.50 31.6 SouthWest Service 8,200 100 800 400 9,600 400 0 48,400 2,631,600 48,608,100 8,979,200 3.41 18.5 Rock Island District 25,100 600 3,200 1,100 29,900 3,900 2,600 156,000 8,366,200 178,395,700 30,572,600 3.65 21.3 System Totals*** 220,200 21,000 34,100 19,500 294,800 67,500 41,800 1,583,800 81,125,000 1,803,592,600 $ 303,320,900 $ 3.74 22.2

Note: Columns may not add exactly to system totals due to rounding. * Includes free trips ** Does not include free trips *** South Shore (NICTD) is not included

70 Exhibit 22 Ticket Sales by Ticket Type: July 2012 - June 2013

Carrier Line Between Chicago, IL Monthly Ten-Ride Regular Conductor Weekend & Link-Up PlusBus (Cook County) and... One-Way One-Way Special Event BNSF Railway Aurora, IL (Kane County) 252,900 333,900 998,500 463,000 243,600 15,800 11,600 Union Pacific North Kenosha, WI (Kenosha County) 103,900 257,900 573,000 891,500 203,200 Northwest Harvard, IL (McHenry County) 152,400 226,900 815,600 628,600 276,600 West Elburn, IL (Kane County) 111,100 173,300 627,700 427,300 186,800 Total 367,500 658,000 2,016,400 1,947,400 666,700 16,400 2,900 Electric District Main Line University Park, IL (Will County) 118,400 151,500 1,134,600 218,500 99,100 Blue Island Blue Island, IL (Cook County) 3,500 4,600 31,700 34,800 2,700 So Chicago Chicago, IL (Cook County) 8,800 23,100 148,000 67,700 2,600 Total 130,700 179,200 1,314,400 321,100 104,300 11,300 600 Heritage Corridor Joliet, IL (Will County) 12,900 10,600 $ 11,700 13,100 200 600 25 Milwaukee North Fox Lake, IL (Lake County) 90,100 165,000 471,700 450,400 171,300 District West Elgin, IL (Kane County) 97,100 114,200 538,100 468,100 158,700 Total 187,200 279,200 1,009,800 918,500 330,100 9,400 1,100 North Central Service Antioch, IL (Lake County) 26,000 33,800 63,600 145,700 300 1,200 200 SouthWest Service Manhattan, IL (Will County) 44,400 43,500 88,600 97,200 5,100 2,500 50 Rock Island District Joliet, IL (Will County) 133,500 149,200 556,800 348,800 100,300 7,700 400 System Totals* 1,155,100 1,687,300 6,059,700 4,254,700 1,450,600 65,000 16,900 * South Shore (NICTD) is not included. Note: Columns may not add exactly to System Totals due to rounding.

71 Zone Ticket ABCDEFGHIJKM Exhibit 23 Monthly $ 78.25 2014 A Ten-Ride 27.50 Adult Fares One-Way 2.75 Monthly 85.50 $ 78.25

Weekend: $7.00 B Ten-Ride 30.00 27.50 On-Board Surcharge: $3.00 One-Way 3.00 2.75 Monthly 121.00 85.50 $ 78.25 C Ten-Ride 42.50 30.00 27.50 One-Way 4.25 3.00 2.75 Monthly 135.25 121.00 85.50 $ 78.25 D Ten-Ride 47.50 42.50 30.00 27.50 One-Way 4.75 4.25 3.00 2.75 Monthly 149.50 135.25 121.00 85.50 $ 78.25 E Ten-Ride 52.50 47.50 42.50 30.00 27.50 One-Way 5.25 4.75 4.25 3.00 2.75 Monthly 163.75 149.50 135.25 121.00 85.50 $ 78.25 F Ten-Ride 57.50 52.50 47.50 42.50 30.00 27.50 One-Way 5.75 5.25 4.75 4.25 3.00 2.75 Monthly 178.00 163.75 149.50 135.25 121.00 85.50 $ 78.25 G Ten-Ride 62.50 57.50 52.50 47.50 42.50 30.00 27.50 One-Way 6.25 5.75 5.25 4.75 4.25 3.00 2.75 Monthly 192.25 178.00 163.75 149.50 135.25 121.00 85.50 $ 78.25 H Ten-Ride 67.50 62.50 57.50 52.50 47.50 42.50 30.00 27.50 One-Way 6.75 6.25 5.75 5.25 4.75 4.25 3.00 2.75 Monthly 206.50 192.25 178.00 163.75 149.50 135.25 121.00 85.50 $ 78.25 I Ten-Ride 72.50 67.50 62.50 57.50 52.50 47.50 42.50 30.00 27.50 One-Way 7.25 6.75 6.25 5.75 5.25 4.75 4.25 3.00 2.75 Monthly 220.75 206.50 192.25 178.00 163.75 149.50 135.25 121.00 85.50 $ 78.25 J Ten-Ride 77.50 72.50 67.50 62.50 57.50 52.50 47.50 42.50 30.00 27.50 One-Way 7.75 7.25 6.75 6.25 5.75 5.25 4.75 4.25 3.00 2.75 Monthly 235.00 220.75 206.50 192.25 178.00 163.75 149.50 135.25 121.00 85.50 $ 78.25 K Ten-Ride 82.50 77.50 72.50 67.50 62.50 57.50 52.50 47.50 42.50 30.00 27.50 One-Way 8.25 7.75 7.25 6.75 6.25 5.75 5.25 4.75 4.25 3.00 2.75 Monthly 263.50 249.25 235.00 220.75 206.50 192.25 178.00 163.75 149.50 135.25 121.00 $ 78.25 M Ten-Ride 92.50 87.50 82.50 77.50 72.50 67.50 62.50 57.50 52.50 47.50 42.50 27.50 One-Way $ 9.25 $ 8.75 $ 8.25 $ 7.75 $ 7.25 $ 6.75 $ 6.25 $ 5.75 $ 5.25 $ 4.75 $ 4.25 $ 2.75 72 Zone Ticket ABCDEFGHIJKM Monthly $ 43.75 Exhibit 24 A Ten-Ride 12.50 2014 One-Way 1.25 Special User Monthly 52.50 $ 43.75 Fares B Ten-Ride 15.00 12.50 One-Way 1.50 1.25 Monthly 70.00 52.50 $ 43.75 C Ten-Ride 20.00 15.00 12.50 One-Way 2.00 1.50 1.25 Monthly 78.75 70.00 52.50 $ 43.75 D Ten-Ride 22.50 20.00 15.00 12.50 One-Way 2.25 2.00 1.50 1.25 Monthly 87.50 78.75 70.00 52.50 $ 43.75 E Ten-Ride 25.00 22.50 20.00 15.00 12.50 One-Way 2.50 2.25 2.00 1.50 1.25 Monthly 96.25 87.50 78.75 70.00 52.50 $ 43.75 F Ten-Ride 27.50 25.00 22.50 20.00 15.00 12.50 One-Way 2.75 2.50 2.25 2.00 1.50 1.25 Monthly 105.00 96.25 87.50 78.75 70.00 52.50 $ 43.75 G Ten-Ride 30.00 27.50 25.00 22.50 20.00 15.00 12.50 One-Way 3.00 2.75 2.50 2.25 2.00 1.50 1.25 Monthly 113.75 105.00 96.25 87.50 78.75 70.00 52.50 $ 43.75 H Ten-Ride 32.50 30.00 27.50 25.00 22.50 20.00 15.00 12.50 One-Way 3.25 3.00 2.75 2.50 2.25 2.00 1.50 1.25 Monthly 122.50 113.75 105.00 96.25 87.50 78.75 70.00 52.50 $ 43.75 I Ten-Ride 35.00 32.50 30.00 27.50 25.00 22.50 20.00 15.00 12.50 One-Way 3.50 3.25 3.00 2.75 2.50 2.25 2.00 1.50 1.25 Monthly 131.25 122.50 113.75 105.00 96.25 87.50 78.75 70.00 52.50 $ 43.75 J Ten-Ride 37.50 35.00 32.50 30.00 27.50 25.00 22.50 20.00 15.00 12.50 One-Way 3.75 3.50 3.25 3.00 2.75 2.50 2.25 2.00 1.50 1.25 Monthly 140.00 131.25 122.50 113.75 105.00 96.25 87.50 78.75 70.00 52.50 $ 43.75 K Ten-Ride 40.00 37.50 35.00 32.50 30.00 27.50 25.00 22.50 20.00 15.00 12.50 One-Way 4.00 3.75 3.50 3.25 3.00 2.75 2.50 2.25 2.00 1.50 1.25 Monthly 157.50 148.75 140.00 131.25 122.50 113.75 105.00 96.25 87.50 78.75 70.00 $ 43.75 M Ten-Ride 45.00 42.50 40.00 37.50 35.00 32.50 30.00 27.50 25.00 22.50 20.00 12.50 One-Way $ 4.50 $ 4.25 $ 4.00 $ 3.75 $ 3.50 $ 3.25 $ 3.00 $ 2.75 $ 2.50 $ 2.25 $ 2.00 $ 1.25 73 Commuter Rail Board Ordinance No. MET 13-33

2014 BUDGET ORDINANCE NOW, THEREFORE, BE IT ORDAINED THAT: 1. The Board of Directors of the Commuter Rail Division of the Regional Transportation This proposed budget and financial plan Authority (“Commuter Rail Division”) hereby approves the 2014 Operating and Capital is submitted to comply with Section 4.11 of Program and Budget, the 2015-2016 Financial Plan, and the 2014-2018 Capital Program, the RTA Act. The following 2014 Operating copies of which are attached hereto and made a part hereof, and further authorizes their and Capital Program and Budget, 2015- transmittal to the Board of Directors of the Regional Transportation Authority (“Authority”) 2016 Financial Plan, and 2014-2018 Capital in full compliance with Section 4.11 of the RTA Act. Program are based upon the funding estimates provided by the Regional 2. The Interim Executive Director of the Commuter Rail Division is hereby authorized Transportation Authority. and directed to take such action, as he deems necessary or appropriate to implement, administer, and enforce this Ordinance. WHEREAS, the Commuter Rail Board has held at least one public hearing in each of 3. This Budget Ordinance shall constitute the annual program of the Commuter Rail Division the counties in the metropolitan region in for services to be provided, operations to be continued or begun, and capital projects to be which the Division provides service, and continued or begun during the fiscal year beginning January 1, 2014 and ending December 31, 2014. Authorization is hereby given that the programs and projects herein named may WHEREAS, the Commuter Rail Board has be implemented, or actions toward their implementation taken, during said fiscal year. held at least one meeting for consideration of the program and budget with the county 4. Sections 5 through 7 of this Ordinance shall constitute the Budget for operations of the board of each of the several counties in the services (“Operations”) provided by the Commuter Rail Division other than for technical metropolitan region, and studies and capital projects as provided in Sections 8 through 10 of this Ordinance for the fiscal year beginning January 1, 2014 and ending December 31, 2014. Sections 8 through WHEREAS, the 2014 Operating and Capital 10 of this Ordinance shall constitute the capital budget for project expenditures incurred Program and Budget, the 2015-2016 Financial during the fiscal year beginning January 1, 2014 and ending December 31, 2014. Funds Plan and the 2014-2018 Capital Program are expected to be available from all sources during 2014 which are not identified herein for based upon the RTA estimate of funds to be use in the operating or capital budget are to be used for potential funding shortfalls and made available to the Commuter Rail Board working cash. and conforms in all respects to the program and budget requirements of the RTA Act,

74 5 . The estimated Commuter Rail Division Operating Funds expected 9. The estimated Commuter Rail Division Capital Funds to be available from all sources during 2014 are (in 000’s): expected to be available from all sources to finance the 2014 Capital Program are (in 000’s): Total Operating Revenues $ 360,189 (excluding Capital Farebox Revenues) Federal Transit Administration $153,297 Metra 2014 Sales Tax 1 269,234 Federal Department of Homeland Security 5,000 Metra 2014 Sales Tax 2 & PTF 2 95,271 (New Transit Funding) RTA Capital Funds 2,000 Reduced Fare Reimbursement Replacement 906 RTA State of Good Repair Bonds 45,000 Transportation Security Grant 3,000 Metra 2014 Capital Farebox 4,000 Total Sources of Operating Funds $ 728,600 State of Illinois Bond Funds 371,400 Total Sources of 2014 Capital Funds $580,697 6. The following named sums, or so much as may be necessary, are hereby appropriated for the specified use (in 000’s): 10.The following named sum, or so much thereof as may be necessary, respectively, for technical studies and capital Operating Commuter Rail Services and Support $ 728,600 projects, are hereby appropriated to meet all obligations of the Commuter Rail Division incurred during the fiscal year 7. The following are estimates of the revenues and expenses for beginning January 1, 2014 and ending December 31, 2014 the Commuter Railroads (in 000’s): (in 000’s):

Operating Revenues $ 360,189 Rolling Stock $185,310 Operating Expenses 728,600 Track & Structure 128,457 Total Funded Deficit $ 368,411 Signal, Electrical & Communications 171,670 Support Facilities & Equipment 26,850 8. The following named sum, or so much thereof as may be Stations & Parking 53,210 necessary, respectively, for technical studies and capital Support Activities 15,200 projects which remain unexpended as of December 31, 2013, Total Uses of 2014 Capital Funds $580,697 is hereby reappropriated to meet all obligations of the Commuter Rail Division incurred during the fiscal year beginning January 1, 2014 and ending December 31, 2014 (in 000’s):

Total $790,979

Note: Includes a portion of $585.1 million in State of Illinois bond funds.

75 Public Notice

PUBLIC NOTICE IS HEREBY GIVEN that the Commuter Rail Division of the Regional Transportation Authority (Metra) will hold public hearings on Metra’s proposed Operating and Capital Program and Budget for the Fiscal Year 2014 (January 1, 2014 to December 31, 2014).

Any person wishing to comment on Metra’s Proposed 2014 Program and Budget, Two-Year Financial Plan and Five-Year Capital Program, may do so verbally at one of the scheduled public hearings, or in writing at any time, but not later than 24 hours after the conclusion of the hearings on November 7, 2013. Written comments may be submitted online or via U.S. mail. Written comments may be submitted to Metra at the following web and physical addresses:

Metra Headquarters Attn: Assistant Secretary to the Board of Directors 547 West Jackson Boulevard Chicago, Illinois 60661 [email protected]

Copies of the preliminary Operating and Capital Program and Budget for Fiscal Year 2014 together with the 2014 and 2015 Financial Plan, and Fiscal Years 2014-2018 Capital Program, (collectively, “Budget Documents”) will be available for public inspection after October 18, 2013, at the offices of the Metra Board, 547 West Jackson Boulevard, Room 1300, Chicago, Illinois 60661 and in the offices of the Regional Transportation Authority, 175 West Jackson Boulevard, Chicago, Illinois 60604. The documents will be available for view on the www.metrarail.com website on October 18, 2013 and will be available at city and village offices in the six-county northeastern Illinois region seven (7) days prior to the hearings. The Budget Documents are based on the preliminary funding marks set by the RTA and provides alternative strategies that will be employed based upon public comments, the final RTA marks, and funding provided by the Regional Transportation Authority.

Listed on page 76 are the dates, times and locations for the Public Hearings scheduled.

Reasonable Auxiliary aids or services necessary to afford an individual with a disability an equal opportunity to participate will be provided. Persons requiring assistance are requested to notify Metra of their needs well in advance to provide sufficient time to make these accommodations. Request for services should be made to Keith Madsen at 312-322-6788.

76 Exhibit 25 Exhibit 26 FY2014 Metra FY2014 Metra Program and Budget Program and Budget Public Hearing Schedule County Board Presentations

November 6th November 7th Date Time Location 4:00 - 7:00 PM 4:00 - 7:00 PM Lake County McHenry County Wednesday, 10:45AM Cook County Board of Commissioners Grayslake Village Hall Woodstock Village Hall November 13, 2013 County Building Village Council Chambers Village Council Chambers 118 N. Clark Street - 5th Floor 10 South Seymour 121 W. Calhoun Street Chicago, Illinois Grayslake, Illinois Woodstock, Illinois Tuesday, 9:00AM McHenry County Board North Suburban Cook County City of Chicago November 5, 2013 County Board Room Arlington Heights Village Hall Metra 667 Ware Road Village Board Room Board Room Woodstock, Illinois 33 South Arlington Heights Road 547 W. Jackson Blvd. Friday, 8:30AM Lake County Board Arlington Heights, Illinois Chicago, Illinois November 8, 2013 Central Permit Facility 500 W. Winchester Road – Second Floor South Suburban Cook County Will County Libertyville, Illinois Homewood Village Hall Joliet City Hall Village Board Room Conference Room #1 Tuesday, 9:45AM Kane County Board 2020 Chestnut Road 150 West Jefferson Street November 12, 2013 Kane County Government Center Homewood, Illinois Joliet, Illinois County Board Room 719 Batavia Avenue, Building A DuPage County Kane County Geneva, Illinois Village of Downers Grove City of Geneva Village Board Room City Council Chambers Thursday, 9:30AM Will County Board 801 Burlington Avenue 22 South First Street November 21, 2013 Will County Board Office Downers Grove, Illinois Geneva, Illinois 302 N. Chicago Street Joliet, Illinois

Tuesday, 10:00AM DuPage County Board November 26, 2013 DuPage County Administration Building County Board Room 421 N. County Farm Road Wheaton, Illinois

77 Citizens Advisory Board Metra’s Notice of Title VI Protection Patricia Mahon - Chairman Gary L. McClung Appointed by Director Don De Graff Appointed by Director Arlene J. Mulder Protecting your Rights representing Suburban Cook County representing Suburban Cook County Metra is committed to ensuring that no one is denied participation in, or denied the benefits Thomas Brabec William J. Molony of, or is otherwise discriminated against in Appointed by the Chicago South Suburban Appointed by Director Jack E. Partelow the provision of public transportation by Mass Transit District representing Will County commuter rail because of race, color, or national origin, in accordance with Title VI of Timothy M. Calcagno Robert J. Nunamaker the Civil Rights Act of 1964, and pursuant to Appointed by former Director James Dodge Appointed by Director Jack Schaffer 49 CFR 21.9 (d). representing Suburban Cook County representing McHenry County

Metra fully complies with Title VI of the Civil Ray Campbell George Pearce, Esq. Rights Act of 1964 and related statutes, Appointed by former Director Paul Darley Appointed by former Director executive orders, and regulations in all representing DuPage County William A. Widmer III programs and activities. representing Suburban Cook County Larry Falbe For additional information please contact: Appointed by Director Norm Carlson Pamela Pelizzari representing Lake County Appointed by the Chicago West Suburban Metra’s Office of Business Mass Transit District Diversity & Civil Rights Sue Klinkhamer Appointed by former Director Attn: Title VI Caryl J. Van Overmeiren 547 W. Jackson Blvd., 5 West representing Kane County Chicago, IL 60661 [email protected] 312.322.8093 (Fax) or Visit our website at www.metrarail.com

78 Metra would like to thank Mark Llanuza for providing many of the photographs used within this document. 79 ®

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547 West Jackson Boulevard Chicago, Illinois 60661-5717 www.metrarail.com B